HomeMy WebLinkAboutAnnual Board Reports 2015CITY OF MIAMI, FLORIDA
INT911.-OFFIC15 MP.MORANDUM
TO: Honorable City Commission DATE: January 29, 2016
SU13JECT: 2016 Annual Board Reports
and Presentations (March 11,
2016 Commission Agenda)
FROM: Daniel J. Af so
City Manager
Pursuant to City Code Sec. 2.890 (Annual report of City -boards and committees), each board
chairperson shall submit a. written report, approved by the board, to the City Manager setting forth
the following Information concerning the board:
1) "Whether the board Is serving the purpose for which It was created,
2) Whether the board Is serving current oommunity needs,
3) A list of the board's major accomplishments.
4) Whether there is any other board, either public or private, which would bettor serve the
function of the board,
6) Whether the ordinance creating the board should be amended to better enable the board to
serve the purpose for which It was created,
6) Whether the board's membership requirements should be modified.
7) The cost, both direct and Indirect, of maintaining the board."
Furthermore, Code Sec, 2.892 stipulates that during the month of March of each year, In which a
board Is to be reviewed, the chairperson shall make an oral presentation, based on the report
set forth in Code Sec. 2-892 above, The following boards are scheduled to make oral
presentations before the City Commission on March 11, 2010,;
1, Commission. on the Status of Women
2, Virginia Key. Beach Park Trust
3. Stars of Calle Ocho Walk of Fame Celebrity and Community Recognition Advisory
Committee (Inactive)
Enclosed are all the written versions of the oral. Annual Reports which have been received to
date, Copies of all other board reports received are on file with the City Manager's Office, If you
should have any questions, please do not hesitate to contact mer,
C: Honorable Mayor Tomas Regalado
Todd B. Hannon, City Clerk
Anna Medina, Agenda Coordinator
Attachments
MIAMI COMMISSION ON THE STATUS OF WOMEN ("MCSW")
2015 Annual Report
Presented to:
Daniel J. Alfonso
City Manager
Board Members:
Allyson Warren, Chair
Constance ("Connie") Johnson, Vice -Chair
Brenda Betancourt
Lyse Cuellar -Vidal
Rosa De Sanchez
Samaiyah Engrain
Constance Gilbert
Renita Holmes
Maria Mascarenas
Office of Equal Opportunity and Diversity Programs ("EODP') Staff -
Angela Roberts, Administrator
Nirva Delgado, EODP Specialist
Lisette Perna, Administrative Aide
IN PC I OF
#A' ED
kil c,
MIAMI COMMISSION ON THE STATUS OF WOMEN ("MCSW")
2015 Annual Report
Presented to:
Daniel J. Alfonso
City Manager
Board Members:
Allyson Warren, Chair
Constance ("Connie") Johnson, Vice -Chair
Brenda Betancourt
Lyse Cuellar -Vidal
Rosa De Sanchez
Samaiyah Engrain
Constance Gilbert
Renita Holmes
Maria Mascarenas
Office of Equal Opportunity and Diversity Programs ("EODP') Staff -
Angela Roberts, Administrator
Nirva Delgado, EODP Specialist
Lisette Perna, Administrative Aide
Introduction
Pursuant to Section 2-694 of the Code of the City of Miami, Florida ("Code"), the Miami
Commission on the Status of Women ("MCSW") is comprised of (11) members, one (1)
appointed by the Mayor and ten (10) nominated by the City Commission. Currently, the
Administrator and/or the EODP Specialist for the Office of Equal Opportunity and
Diversity Programs ("EODP") serves as liaison to the MCSW and provides technical and
administrative assistance. In addition, the Office of the City Attorney provides legal advice
and related support when requested.
Purpose and Function of the MCSW
Pursuant to Section 2-694 the Code, the MCSW is legislated to:
(1) Serve in an advisory capacity to the City Comi-nission, including advising on any
possible barrier which may impede the participation of women in City sponsored
programs and activities;
(2) Support legislation in granting women equal rights and equal opportunities;
(3) Inspire in women the desire for self-improvement and pride of being, regardless of
age, marital status, race, color, or creed;
(4) Seek for every woman the opportunities equal to her potential and responsibility;
(5) Seek opportunities for and to encourage the active involvement of women in
matters relating to community progress; and
(6) Encourage capable women in roles of leadership.
The Miami Commission on the Status of Women is actively performing its responsibilities
for the purpose in which it was created. The MCSW has addressed a number of issues
related to the rights and enhancement of opportunities for women, and recognizes the
significant contribution women make towards improving the quality of life for women in
the City of Miami.
There is no other board, either public or private, which serves the same function as the
MCSW.
Major Accomplishments of the MCSW
(1) On March 12, 2015, as a part of Women's History Month activities, the MCSW
honored accomplished women within Miami -Dade County at the Annual Women's
History Month Awards Breakfast;
(2) Dr. Freddie Young on behalf of Roslyn Clark Artis and Maria Wilson on behalf of
Tracy Morning, each accepted the Trailblazer Award at the Women's History
Month Awards Breakfast;
(3) Kenny Kilpatrick and George Jones on behalf of George Ayers, accepted the Julia
Tuttle Award at the Women's History Month Awards Breakfast;
(4) Cornelia Dozier and Betty Wright, each accepted Appreciation Plaques at the
Women's History Month Awards Breakfast;
2
(5) Publix Super Market Inc. donated a $300.00 Gift Card in support of the Board's
effort to collect donations for needy families;
(6) The Board donated the Gift Card to Lotus House;
(7) The Board worked with the Honorable Mayor to establish a resolution to create ail
initiative in the City of Miami called "The Envelope Please" which encourages
hotel guest to tip the house keepers that clean their rooms;
(8), MCSW held monthly meetings to discuss projects of importance to wornen.
MCSWIs Fulfillment of Comniuni!y Needs
MCSW members reside, work, maintain a business, or own real property within the City
of Miami. Members keep City officials apprised of community concerns related to issues
that affect women and inform and educate the community on issues that impact women,
Ordinance Revisions/Membership Modifications
The MCSW does not recommend amendments to the ordinance creating the MCSW; nor
does, it recommend modification to the membership requirements.
Costs
The MCSW does not have its own budget, but operates using the EODP staff liaison.
Therefore, any costs incurred through staff's time and other related expenses will be
incurred as part of the general budget of the EODP.
Conclusion
The MCSW was created to serve as a direct link between the City of Miami and its citizens
on issues that affect women. Members continue to involve themselves in activities that
positively impact and empower women of all ages within the City of Miami and Miami..
Dade County,
From: GUy Forchion, Executive Director
MMHMIMM��«�
PurSUant to City Code Sec. 2-89�O(Annual report of city boards and committees) I haveattached the
foHowing document.
Virginia
Virginia Ke.9 beack rarL Trust
M1551ON5TATENENT
Our mission is to carry forward the vision for the development and use of
Virginia Key Beach Park, promoting and maintaining absolute public
ownership and access, fostering its perpetuation as a passive open green -i
space that includes nature trails,, recreational facilities and museum
strUctures appropdate arid compatible with the nature of Virginia Key, -
preserving ft as a valuable resource to be enjoyed for posterity, and to honor
the rich historical �leigacy of the social and civil riglhts history of South Florida.
Vi�rginia Keg beack rarL Trust
Novemiber 20, 2013 marked the date Historic Virginia Key Beach Park, 4020 Virginia Beach
Drive, Miami, FL 33149, was, approved by the City of Miami's, Historic and Environmental
Preservation Board for the final designation as an Individ ' ual Historic Site. This was an
important step in the preservation and protectioin, of the Historic Beach Park property and the
island of VirgIinia Key for future generations.
I R 11111IIIII � I ii I I I I I I I IN I I I I 11�dr, w �:
The Trust has continued to strive for the highest level of quality in recreationa�, picnic and
public facilities in South Florida. Success has been seen in the increasing number of families
and community-based organizations that have partnered with and use the Histodc Beach
Park facilities on a regular III Weekend, holiday and special event visitorship hias
surpassed 110,0010 in fiscal year 2014-2015.
The Trust has continued to embrace diverse public use of the Historic Beach Park for
recreation, education and enjoyment. Historical, environmental, and cultural education is a
central theme in the interpretation of the H�istoric Beach Park's fUtUre development and
programming; the community's desire, to see! the unique natural environment and culture
value of the Historic Beach Park preserved is paramount to our purpose. 'The recent addition
of public bike and walkIiing trails and additional recreational features (newi volleyball nets,
soccer goals, Tiki Village added to the very popular 9 -hole disc golf) 'facility upgrades has
continued to keep each visit to the property exciting and fresh,
3) A list of the Board's major accomplishments.
Major accomplishments during FY 2014-2015:
1. Historic Virginia Key Beach Park was named South Florida's "2015
BEST BEACH!" by the Miami New Times,
2The JUly 2,014 completion of the Army Corps of Engineers Ecoisyste,m
Restoration Project on Virginia Key represented the culmination of more
than 10 years of multi -organizational partnerships, multi -agency
coordination and thousands Of volunteer hours. The project Installed
more than 20,000 new native plants and removed several acres of
invasive exotic vegetation thrOUghout Virginia Key and Historic Virginia
Key Beach Park,
3. The addition of new agency and event partners: Zen VilIage, Battle Frog,
Multirace Triathlon, Wanderlust 108, Love Burn, and Blue Starlite Mini
Urban Drive-in.
4,, Completion of the, 9th Annual YMCA Junior Marine Biology Summer
Camp
5. Completion of the Ord .Annual Virginia Key Beach Park Trust Holiday Fair
— Community Fundraising Event
6. The third year of collaboration and partnership with Nature Links for Life
Long Learning, an education and life skills program for developmentally
delayed adults aged 22-30 including the construction of a spice garden
and addition of a food truck.
T. Sea Grass Adventures environmental education programming
partnership with Biscayne Nature Center and Dade, County Public
Schools
8, Partnerships with 'TREEmendous Miami,, the Frost Museum, the Nature
Conservancy, Friends of Miami Marine Stadium and BAYNANZA,for
Historic Site restoration on Virginia Key
9. Cultural and Historical education programming tours partnership with
His,toryMiami Museum, the Frost Museum and Dade County Public
Schools
10. Addition of the Tiki Village picnic area with the assistance of a Florida
Inland Navigation District (FIND) Grant.
11. Construction of additional bike and walking nature trail on the Historic
Beach Park
12. Continued near shore and upland ecosystem restoration and
environmental maintenance
13.Addition of recreational programing involving soccer camps and bicycle
rental with Island Bike.
14. Growing volunteer support from local organizations, schools, universities,
and other partners has, been, a valuable resource, helping the Trust
maintain the 82 acre Historic Beach Park while continuing to build a
strong board -based community network of concerned and passionate
supporters.
4) Whether there isany other Boiard, either public or private, which would befter serve
the function of the Board.
The Virginia Key Beach Park Trust has continued to gather Support and praise; frorn
community members and local leadership, [Mention, of "Best Beach" designation by Miami
New Times?] The Trust draws on the extensive, knowledge and expertise of board members
representing pioneer families and a range of professional fields, which have been major
assets to its continuing progress and success. Partnerships with neighbors on Virginia Key
and Surrounding Communities are a testarnent to the Trust's ability t,o provide leadership and
its appropriateness as the only entity that should leadthis project.
5) Whether the ordinance creat�ing the Board should w to befter enable -the
Board to serve the purposefor which it was created.
The criteiria set forth by the ordinance that created the 'Virginia Key Beach Park TrUst have
served the Trust well. However; following the unique financial difficulties that struck 'the
nation during the "global economic meltdownalso known as the "Great Recession" resulfing
in the City of Miami's withdrawal of all direct operational funding to the Trust. The withdrawal
of funding to the Trust caused many aspects of operating the Historic Beach Park property in
a Sustainable manner to be compromised; even with the essential in-ki�nd services being
provided by other City Departments the City of Miami's annual funding contribution 'to the
Virginia Key Beach Park Trust should be restored,
The existing membership eligibility requirements for Trustees should explore the inclusion of
at-largei Trustees who rnay not reside, work or own property in the City of Miarni but reside in
Miami Dade County and have a strong bondwith the Historic Beach Park. Otherwise, the
the Trust well.
IS 111111111 1
VAWSPV�W*4 Mg
The Truist's purpose, powers, and duties comprise a great responsibility to the community,
which the Trust continues to fUlfill with great dedication, but also with extrerne difficulty due to
vnti # Y, a I hfh-end
operational appropriations to the Trust, The Trust requi�res an anmia� City of Miami
contribution for community outreach, security, special educational programming, promotional
materials, cultural and historica,l collections management and volunteer coordination to
effectively provide service to the community,
H I S T 0 R I C
Re~wdewwfTHE 70TH ANNIVERSARYE THE PROTEST
beaching first
Neurons Test
NO ARRES'
Beach Rights At lover
By Glenn Garvin, Michael J. Sainato and
Lance Dixon
gg art=in@MiamiHe rald.corn
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They are all dead now — probably; some
of their names have been lost to time, so
there's no may to be certain — and there's
no way. to ask therm if they knew they
were snaking history. But the seven black
people who splashed into the water at
all=shite Haulover Beach efl years ago
this weekend set off ripples that would
eventually turn into the most profound
social upheaval in American history,
the civ=il rights movement.
I'dge MITI
league. sand thea'ta it .s=as arcat�W u.Jer
tsE 3trt ail z- a to c of sirs itata
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ar2t ear to Ll ecourts:,
ender*u std ne ,to h. v=e bathing bea a a:=aaiahl
theh�rtr�. a,-, za Yo. esta€Zi -u gun ghttr9a 'area I�hvve
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ashtrg LrouSte, but etue as 3 ats.p to cb�lul -n=b t tn� r�.etc
tae tabes.
%tiann JIM,! -
Bove: Reproduction of the tkfirami Herald
article reporting the Tuesday May 9, 1915,
protest at Baker's Haulover, reflecting the
€?iiim . police version of ±he event.
"What they did was v=ery, very
significant:' said Miami historian
and preservationist Enid Pinkney,
J, then a teenager who followed the
events at Haulover closely. "I can't
say for stere it was the first act of civil
disobedience for civil rights. But it
was certainly one of the very early=
ones, not just in Florida but in the
whole South.''
The protest, nearly a decade before the
national civil=rights movement began to
take hold, quickly resulted in what was
then Lade County opening a beach to
its black citizens for the first time. And
it touched off nearly two decades of
sit-ins and demonstrations to integrate
restaurants, nightclubs, hotels and
everything else in the comity,
A handful of people gathered Saturc
morning at Haulover Beach
cornmetmorate the history= of the "wac
in" Among them was 86=year=old MI
Hill, a local activist and founder of t
Ness,= Day human services program
the 1960s, who said she played a role
planning the protest when she was of
a teenager,
"When I was young I used to go up a
down and see the beaches and woni
why they were all white," Hill said. 1
have come from a nighty- long way, Ba
then, we had no beach, we had no ph
to put our feet.'
After sharing some thoughts at
reflections on the past, some membe
of the group waded into the eater ht
the seven people did back in 144_5.
"It's very humbling to be in th(
presence of those who were here
during that period" said architect Neal
Had. "TheT;�'re the reason ashy I'm here
today,"
Saturday's ceremony, was part of a
y=earlong series of events celebrating
the ;'lith anniversary= of Virginia Key
Beach, which opened in 1945 as a blacks
only beach in response to the Haul, e:;
Beach wade -in. (Continued)
The 7th Anniveersary Remembrance at
present-day Haulovber Beach, site of the
1945 protest. • arnered front-page coverage in
the :1a.aini Herald. Sunday, =k1av % ?i115.
History lesson: Gene Tinnie, left, talks to a si call group about the 19•19
Protests at Hcaalo.er that lad to the creation Virginia Kea, a hich initiaallk tr^as
deshznated as black anlst Peter Andrew Bosch - ,Miarm Herald stra1
Remembrance (continuel)
It was also the second event
in two dad=s commemorating
significant places and everts in
South Florida's black history, r
gaggle o local officials and y.'1Ps
,-athered Friday in Brownsville
for the grand opening of the
restored Hampton peruse, for
decades the only place black
visitors could star in Miami
during the segregation era.
The Haulover Beach wade -in,
by contrast, was hardly noticed
at all when it took. place — at
least in white Miami. But in the
black part of town, it was litre- a
thunderclap.
Miami Beach were bareIv cities
and most of the beaches lav
well away= from populated areas,
there were few rules about their
use. By the 1920s, however„ all
two dozen or so beaches were
reserved for whites Only.
"There was no place for black
people to go in the water in
Dade:' Pinkney recalled last
week `if you wanted to set foot
in the ocean, you had to go up to
Broward, which was quite a drive
then." young black daredevils
would sometimes venture canto
Llaulover or the long stretch of
undeveloped beach north of
the Fontainebleau Hotel„ but at
their considerable peril,
sometimes put in jail for
disorderly conduct; said Garth
Reeves, 96, whose family has
been publishing the Miami
Times newspaper in the black
community since 1923- `end
an arrest record in those days
was serious — that could really
follow you ,around, keep you
from getting jobs. There was
always something keeping us
away from those beaches."
Blacks had chafed ander the
beach restrictions for years,
but y lorld War 11 raised the
temperature considerably-. First,
thousands of black military men
from unsegregated parts of the
country trooped through town,
expressing surprise and anger
that they couldn't use %Tian -J s
fabled beaches. Then local
soldiers began returning from
the war, wondering whys they
had been f ahting for freedom
in Europe and the Pacific that
they didn't have at home.
"The subtext of all this is that the
In the early years of the 20th " o, If they were spotted, they'd � are
winding; down and black
century, when Miami and � at -least get chased ff, or ' soldiers art warning home and
a lot of them are talking about
-what they called the Double -N7,
victory- abroad, victory at home;,
said Gene Tinnie, a former FIU
humanities professor who is
now chairman of the Virginia
Ivey Beach Trust. "They said, `If
there's going to be freedom and
equality over there abroad, then
we should have it here.',
Nonetheless, the I aulo-ver
wade -in didn't have a eery-
radical objective, he idea was
not to integrate white beaches,
only to get one set aside for
blacks. "They were really just
trying to make the county live
up to the rale of segregation,
which was 'separate but equal,"'
said Tinnie. "You couldn't say-
things were equal when white
people had nearly wtl beaches
and black people didn't have
any.
The wade -in was planned by a
group ofco munityleaderswho
belonged to the Negro Citizens
Service League, a forerunner of
the Urban League. It called for a
large group asserbled from the
congregations of black churches
to assemble at Ha€il€ ver and go
into the water. Attornev Lawson
Thomas, who y=ears later world
become the county's first'judge,
stood by on the share with a
i ad of cash in his pocket to pay
Trail when the protesters were
arrested,
Some of the organizers privately
believed that arrest was the very
least of the things they had to
worry about. Thomas' wife,
Eugenia, would later confide to
friends that when he left for the
beach, she never expected to see
hires aliv=e again.
Mary Hill, the founder- of the New
Doyz Huniaan services taro n-vn,
listens to Gene Dunk talk to a small
group of people in rapt infortnaal re-
enactment Satu dal' of the 1545)
protest at HrauloFer. Jhat protest
led to the crew ton of the bench on
Viotinia Ke Beach where black
people could sat=incl_ ll ter= Andrew
Bosch Miami Herald staj#
" Ibere was no guarantee that
the sheriff would be the one
to show up and greet these
demonstrators ' said Tinnie,
who in the 1990s interviewed
many family members of the
Remembrance (continued)
protesters. "It could easily have
been somebody from the Ku
Klux Klan, and then you're
looking at a whole different
outcome."
As it turned out, though,
neither the Klan nor almost
anybody else showed up on
the afternoon of May 9, 1915.
Although the Miami Herald,
apparently- relying on the word
of police, would report the
next morning that "50 or fits:,
protesters went swimming, the
protesters themselves said later
that only two people showed up
at the scheduled time.
One of the planners, a black
labor -union of`h'cfal named
Judge Henderson, scurried
around town, rounding up
volunteers, including two
US. Navy sailors he ran into.
Others who went into the water
included two grocers, Chis
Moody and May Dell Braynon,
and Annie Coleman, founder
of the Overtowwn Women- Club.
(Like Thomas and Henderson,
Mundy, Braynon and Coleman
all died years ago.)
Now that a team of protesters
had assembled, Just one thing
was lacking: Some police to
arrest them. Sime nobody had
called the cops, Henderson did
it himself. But when Sade's
affable sheritf, Smiling Jimmy
group of bathers on 1,irginira KeY Beach. Black Archives
Sullivan showed up, he wouldn't
play his part,
"Come or out of the water,
because he's going to put
you all in lad," the attorney
Lawson Thomas called out to
demonstrators as he prepared
to pull out his bail money.
Interrupted the sheriff: "Now;
you know I can't do Haat. But
they're not supposed to be in
there.'
Thomas turned to the protesters.
"Go back in then.' he instructed
them,
"They had this strange back -
and -forth for quite a while:' said
the Virginia Kew Beach 'T'rust's
Tinme. "The sheriff would say=,
`YaT knowyou're not supposed
to do that, so come out' And
they would say, `ii'ell, if you're
not gonna arrest us, were gonna
stay.",
` "inure believes that city officials
had warned the sheriff they
didn t want trouble.
"The war is ending, Miami is
opening to the world, it's all
about tourists and sun and
fun;' he said. "You don't want to
besmirch the image... Arresting
a branch of (slack people for
swimming might haw=e played
well in the rest of the South, but
not to tourists from Europe''
The sheriff finally gave, up and
went hoarse, followed soon by the
protesters, who thought they'd
lost. They were wrong — Less
than a anonth later, the country-
announced that Virginia Key-
Beach would become its first
"colored beach:' It opened on
Aug. 1, 19455
The beach, at first, was less than
ideal, especially= because. the
Rickenbacker Causeway hadn't
been built yet and the only
way to reach 'Virginia Kea- was
by boat. So many= black beach -
bathers limed up for the trip on
weekends that it could take two
hours to cross.
But the half mile -long
beach and the 82 -acre park
surrounding it dere steadily
upgraded, with concession
stands, cabanas, a dance floor,
carousel and even a mina -train
to travel the grounds. By 1959
its reputation was so alluring
that it was featured in a story in
Look magazine,
But by then, separate but equal
was no longer enough to satisfy
Miarm's black population.
M anal Times publisher Garth
Reeves remembers that when
he returned home after serving
nearly four years in the US.
Army- during World 'War 11 and
discovered the count.- had a
black beach, `it was the happiest
time of Ins- lite"
'When hen 1 left for the war,
there wasn't any integration
anywhere" around M=iami,
Reeves said. "That was true
segregation. F went to an all -
black high school and an all -
black college. Every dao=_u thing
was closed to us'
So he low=ed Virginia Ked- Beach.
But it was still an artifact of
segregation, and that gnawed at
him. ;.-the county hail 28
Remembrance (continued.)
municipal beaches:, and we were
restricted to one, the so-called
colored beach;' Reeves said.
":That didn't set right for me"
In the mid-1950s, Reeves
and other black community
leaders filed a suit to open the
rest of the beaches. It didn't
go anywhere, ev=en though the
county- attorney's office told
the surprised Reeves that they
weren't even stare there was
an actual law segregating the
beaches.
Finally, in November 1959.
Reeves and 11 other black
leaders asked Bade County
commissioners to meet with
thein at Crandon Park on Key
Biscayne, then the crown lev,-el
of the county- recreation systemn.
"We called the meeting frac 10
a.m.;' Reeves remembered, "
We said, `We're citizens, were
taxpayers, and we want to
use public beaches.What are
you going to do about this
situation? ..
``They didn't really have
anything to say in return, so we
told there we would be back at
2 p.m. and we were going to go
into the eater. 'You want to beat
us up or put us in jail, gra ahead:
ve said."
�r7-en time group returned at
2 p.m., just life the Haulover
Beach made -in, its membership
had unaccountably shrunk to
ho=e, all men, wearing bathing
trunks under their suits. They
heard noise from the Crandon
bath house and -- fearing they
would be jumped inside
avoided it, walking directly
down to the beach, where they
shed shoes and clothing and
walked into the ocean.
And what happened was
nothing," a chuckling Reeves
remembered. "No county
commissioners carne, no police
came. So we swam around for
15 or 20 minutes, and left" Just
as it had in 1945, the count;
quietly- folded its hand. "We sent
our people to six or eight other
public beaches the next day._
just to be sure, and nobody said
anything to theme, either;' said
Reeves. _So that was the end of
segregated beaches"
Ironically, integration killed
Virginia Key Beach, The crowds
thinned, maintenance declined
and its reputation turned
dodgy. In 1982 it closed, only
to be resurrected in 2008 as an
ecological hark and historic site.
And, say -s T'innie, as a svrribol
of what could have been for the
rest of the South — a civil rights
achievement not pockmarked
by bullets, billy clubs, bombs or
the teeth of police dogs.
"Miami was not 13imningham,
with all the hate an
divisiveness:' said Tinnie, "This
was something better. This was
a place where two populations
learned to respect each other."
A prec=ious version of this story
listed the wrong date for the
founding of the fi aini Times
newspaper, The paper Began
publishing in 1923.
Read more here: hup:ii
www. mia 19herald.com.{
news/local /com mun ity
tm3iamni-dadetarticle-?060 3311.
htrnl#storylink=cpy
REMEMBERING
Founding Member of
(February 7, 1921 - March 25, 2015)
Prominent Miami
pioneer business family member and
le er�dnryed"eater Mfrs. erniee
My er was appointed to the Virginia
Keys Beach Farb Frust by the late
Miami City Commissioner Arthur
E. Teele, Jr., who led the effort by his
fellow Commissioners to save the
historic site from exclusive private
development in response to bread
community demand.
=arse Sawyer served diligently until her physical isa iliti s
and health concerns forced her to step down from her seat.
She will always be fondly remembered for her sage insights
and depth of knowledge of Miarni's, and the Historic Beach
Park's history.
At right is a Resolution passed by the Virginia I eye Beach Park
Trust for presentation to her fa ilyf
i
h a �lr� � cFtrice �rg(u'a>it%�Yf; i
P.r, t,l
If� W
F� h gaitr ' F to
-ard tren n nle21—
[., Hifi nd sh s tFf
ihe_ t f rtd n tit 4iF it to jL1 .y
i d rt ua tl - Z 4 t _nj ,i
tot dt=F
r
r
t r r
f ti tt � t @ �' -amld
ILL F� -d i# o
i r
harC',
5{s
t�
��.�.0 h-
d i I
f a c i t, ! _, sed r111C
Cit, a:
€�n.j
tion,
ntnta s( c .,?r j,.-, xr.-: t
4
i1 L -i3 da -.hfL
h, h
n Z t t r.
3R t.
fS -
�r1 3 _ t i rz th r -'e t -.df-, bar
--FTili it dedic,t,d axrn 'e� l acfh.v _ite t at .W
G, h th h
h sash d.r APd,_01 , tth�-vi.x e, B - ch 1 r� t +ilzaF +• t,
,az, —
REMEMBERING OUR FOUNDING MOTHER
4
Founding Secretary of the Trustee Board
(February 7, 1921 - March 25, 2015)
better selection to hold a seat
on the Board of the Virginia Key=
Beach Parks `frust when it was
established by the City= of Miami
Commissioners in 2001 cold
hardly have been made than
Mrs. Eugenia B. Thomas, widow
of the late attorney Lawson E.
Thomas, who would become
one of the South's first black
judges since Reconstruction and
Mami-L ade's first black judge.
Sheriff in 1945, when she "teras prepared N=r
not to ever see him alive again}? was
very significant reminder of how serious the struggle to gain
a "Colored Beach, actually was (since the demonstrators
might have been confronted with KKK thugs rather than
the Sheriff, and became a turning point in the successful
ne otiati ns with the Citi' to restore, rather than develop the
historic site of Virginia Ivey Beach.
Mrs. Thomas was especially known as ars avid educator and
activist for the Parent 'T'eachers Association (PTA), and has
been honored by the naming of a Miami -Dade public school
in her honor,
Mrs. Thomas's moving recall of the morning of that
courageous planned confrontation with the Dade County
Et,�,aenia B. Thomas K-8 Center, Miami, FL
REMEMBERING OUR FOUNDING MOTHERS
e t'
& R"��eFoundin,,7 Chairperson of
(November 7, 1915 - November 14, 2006)
10&X,opf'awaAe���4
W'W' FeTa
Without any doubt, the broad community effort to reclaim,
restore, and reopen Historic Virginia Key Beach pari,
which had been closed and neglected for more than 25
years, could never have succeeded without the leadership,
vision, and dedication of the late iconic Miami matriarch
Mrs. I. Athalie Range, who enthusiastically took, up the
cause in her eighties, in spite of her many other obligations
and responsibilities.
Her lore history of selfless an courageous contributions to
the betterment of Miami and South Florida, and the deep
respect that she had earned among elected officials and
other prominent players proved vital to their embrace of
the community's vision for a brighter future of this fondly
remembered locale as a nationally recognized historic and
environmental landmark than the misguided attempt to
turn the citizen.. -owned site over to private developers for
construction of an exclusive resort.
sell -bot- significant Remembrance
ceremony of her 100th birthday also
served as an opening observance of
Native American HeritageMonth,
and of the Indigenous history and
herita e of the Dark,
Right; Carib Tribal Indian Queen
Its. Catherine Hummingbird Ramirez
with VKBPT Board Chair Gene Tiraraie
in the Dark's Chickee Village dor a ceremonyhonoring nativeAmerican I rerita e Month.
Above: Mrs. Ranges portrait shown next to the Park's State Historical
Marker, with the historic Concession Stand in the background.
1 �F
TD: City Manager Daniel J', Alfonso
FROM: Horacio Stuart Aguirre, Chairperson, Civilian investigative panel
RE: Annual Report
DATE., January 7,. 2016
CC: Mayor Tombs Regalado, Commissioner Willy Dort, Commissioner Ken Russell,.
Commissioner Frank Carollo, Commissioner Francis Suarez, Commissioner Ifecm
Mardemon
fISCALYEAR _2014-20-15 ANNPALBIEM
INTRODUCTION
The City of Miami Civilian Investigative Panel ("Cie") is required, pursuant to Section 2-890 and Section
11.5-37 of the Code of the City of Miami, to submit an Annual Report to the Mayer, City Commission,
City Manager, and Chief of Police, regarding whether the CIP isserving the purpose for which it was
created; whether the CIP is serving current community needs; the CIP's major accomplishments;
whether any other public or private board would better serve the function of the CIP; whether the
ordinance creating the CIP should be amended to better enable the CIP to serve the purpose for which it
was created; whether the CIP's membership requirements should be modified; and, the direct and
indirect cost of maintaining the CIP. This Annual Report complies with the legislative mandates and
provides information regarding the activities and progress of the CIP,
1
IACKGROUND
in November 2001, a referendum was held to determine whether the City Charter should be amended
so as to establish the legal framework for creating independent civilian oversight over the sworn
members of the City of Miami Police Department. The referendum was supported by over 76 percent
(76°x6) of the electorate; thusgiving rise to Section 51 of the City of Miami Charter. Among other things;
the Charter mandates that the City Commission enact an ordinance creating and establishing "a civilian
investigative panel to act as independent citizens' oversight of the sworn police department," The CIP
was subsequently created in February 2002 by the City Commission enacting City of Miami Code, Art. €i,
§11.5 (2002) (.hereinafter, tate "e=nabling ordinance"), The Enabling ordinance requires a thirteen
member voluntary panel" inclusive of an appointee by the Chief of Police; and a professional staff that.
must include Independent Counsel. The ordinance further allows. the Panel to employ an executive
director and trained investigators.
The Enabling Ordinance empowers and obligates the CIP to:
(1) Act as independent civilian oversight of the -sworn police department;
(2) Exercise its powem, and do so in a manner so as not to not 'interfere with ongoing.
Investigations and conduct its activities consistent with applicable law, including the Florida
Government in the Sunshine Law and with applicable law and labor contracts;
(3) Make written recommendations related to the city police department policies and
procedures concerning, but not limited to training, recruitment, notification system for
corrective disciplinary procedures and provide input to the chief of police before changes in
police department policy or procedure are implemented, which proposed changes shall be
transmitted to the CIP 30 days prior to implementation, except if an emergency requires
such change;
(4) Engage the services of trained investigators and secure adequate training for its panel
members, including training in pulite policies and practices;
(5) Conduct investigations, inquiries and public hearings to make factual determinations,
facilitate resolution and propose recommendations to the city manager and polite chief
regarding allegations of misconduct by any sworn officer of the city police department;
(6) Request issuance of subpoenas, after consultation with the state attorney of the Eleventh
Judicial Circuit, (Miami -Dade County) and approval of CIP Independent counsel, for the
purpose of obtaining evidence from witnesses and production of books, papers, and other
evidence, which subpoenas shall be signed, served and enforced pursuant to applicable law,
provided that no immunity be conferred by the CIP;
(7) Enhance understanding of the process of submitting, processing and responding to citizen
complaints regarding misconduct by police officers;
1 All Pane[ members, save furthe Police Chief's appointee, are permanent residents of the City of Miami, or work
or maintain a business within the City of Miami. Panel members must have a good reputation for integrity and
community service. Moreover, the composition of the panel members must reflect the racial, gender, ethnic,
religious, linguistic, sexual orientation and cultural diversity of the City of Miami. At least two members must be
from each of the five City Commission districts.
2
(8) issue reports to the mayor, city commission, city attorney, city manager, chief of police and
the public;
(9) make recommendations to the Chief of Police and City Manager as to the disposition of
alleged incidents of palice misconduct, to which the police chief is required to respond in
writing within 30 days;
(10)Forward complaints alleging criminal activity to the city police department and other
relevant agencies;
(11)Promulgate rules and procedures for internal governance and standards fnr training of CIP
members and staff.
See City of Miami Code, Art. 11, § 11.5-27.
IS THE CIP SERVING THE PURPOSE FOR WHICH IT WAS CREATED?
The CIP was created to improve accountability and transparency in the provision of public safety
services for the citizens of the City of Miami. To that end, it continues to provide independent civilian
oversight of the sworn police department by conducting independent investigations, reviews, and
adjudication recommendations to the Chief of Police:. This oversight will Increase trust with the
community, which in turn, will improve the quality of police services and the ability of the police to
perform their essential duties to keep the public safe.
A major function of the CIP is the receipt, review and investigation of citizen complaints of alleged police
misconduct. During fiscal year 2015, the CIP received 272 complaints, This represents a 15% increase
in the number of reviews and investigations conducted. The CIP budget suffered significant cut-backs
during the economic downturn in 2009 through 21D13. During Fiscal year 2014, the City Commission
approved an increase to $742,2.00 for the fiscal period beginning October 1, 2014 through to September
30, 2015. This enabled the CIP to hire two additional investigators and an additional Administrative
Clerk. Anew executive director that was hired in December of 2013 commenced the task of re -building
the CIP anti to address Issues raised by members of the community and past members of the panel that
had gone unaddressed for same time.
In august of 2014, the CIP brought In 5 new members to the panel; all outstanding individuals. Prior to
this time, there were two vacancies, and three panel members who had exceeded the six year term
limitation. Additionally, a new slate of officers was elected as there had not been elections in a few
years. Committees were appointed by the new Chairman and they began to meet and make progress in
fulfilling the purposes of the, ordinance. The By -Laws Committee began to meet to re -fresh theold by-
laws, and the Outreach Committee, chaired by a distinguished professional, is taking a critical view of
the way the CIP perforins this important function. The all-important Complaints Committee, headed by
a highly dedicated legal professional, has greatly improved the depth of investigations and deliberations
of complaints brought before the committee and then presented to the complete panel.
These activities certainly support the purpose for which the Panel was created. They provide a
community forum to address the concerns of the public, and thus serve community needs.
3
Case Management
The CIP opened 282 cases of alleged police misconduct during the calendar year of 2015. They reviewed
272 during Fiscal Year 2014-2015, lust fiscal year, the Panel reviewed 235 complaints. This represents a
15% increase in the work performed by the Parcel. The most common complaint was improper
procedure., followed by discourtesy and abusive treatment.
100
90
80
70
60
50
40
30
.20
10
0
FY 2015 Complaint Classifications
�0, eye
Count
% of Total
WHETHER THERE Is ANY OTHER BOARD, EITHER PUBLIC OR PRIVATE, WHICH WOULD BETTER SERVE
THE FUNCTION OF THE CIP.
There is no other public or private board that can serve the unique function of the CIP, The CIP has the
authority to investigate and review police misconduct, including the alleged misconduct of the Chief of
Police. See Timoney v. City of Miami Civilian Investigative Panel 990 So,2d 614 619 Ma. 3d DCA 2008).
The community called for the establishment of oversight to help the police department provide fair., firm
and consistent policing, to re -build trust between officers and the communities they serve and to
4
RIM
Abusive Treatment
48
18,16
D'€scaurlesy
53
199
hlarassment
to
4%
Improper Procedure
92
34%
Mtsconduct
17
6%
Missing or Damaged
Property
20
no
Negligence of duty
29
11%
Police involved Shooting
3
10r6
Count
% of Total
WHETHER THERE Is ANY OTHER BOARD, EITHER PUBLIC OR PRIVATE, WHICH WOULD BETTER SERVE
THE FUNCTION OF THE CIP.
There is no other public or private board that can serve the unique function of the CIP, The CIP has the
authority to investigate and review police misconduct, including the alleged misconduct of the Chief of
Police. See Timoney v. City of Miami Civilian Investigative Panel 990 So,2d 614 619 Ma. 3d DCA 2008).
The community called for the establishment of oversight to help the police department provide fair., firm
and consistent policing, to re -build trust between officers and the communities they serve and to
4
prevent death or injury to citizens and police. The CIP has the authority to examine and comment upon
Departmental policies and procedures. This cannot be accomplished by any other Board, public or
private.
WHETHER THE ORDINANCE CREATING THE BOARD SHOULD BE AMENDED
The Independent Review Committee addressed the issues affecting the CIP and made recommendations
concerning ordinance revisions. Amongst other recommendations, the Committee suggested the
following revisions.
The Enabling Ordinance should be amended in four different manners.
1, The Ordinance should clearly reflect the duties and responsibilities of the Independent Counsel
and the Executive Director and who has the authority to hire, terminate and discipline the
positions,
2. The Ordinance should reflect the time periods to complete investigations and should clearly
indicate when the time periods are triggered; what event trigger the time periods and whether
anything toils the time period. The time period should be extended to 180 days, instead of the
current 120 days.
1 The CIP should be able to independently investigate and or review any issues.germane to Its
authority.
4, The decision to hire and remove the CIP's Independent Counsel and Executive Director should
be made by majority vote of the CIP membership. The City Attorney's authority to hire or
remove the Independent Counsel should be eliminated,
The CIP agrees with the Independent Review Committee`s recommendations and has crafted a proposal
for the Commission's consideration.
WHETHER THE BOARD'S MEMBERSHIP REQUIREMENTS SHOULD BE MODIFIED
The ordinance addressing the nomination and appointment of members to the Panel requires that
applications be solicited in English, Spanish and Creole in public notices disseminated throughout the
community and through the media and city NET Offices,. The purpose of this Is to promote diversity in
the composition of the panel. However, Panel membership requires considerable reading in English and
deliberations in English. A person who cannot read In English could not perform this work. For this
reason, the CIP recommends that this requirement he eliminated.
THE COST, BOTH DIRECT AND INDIRECT, OF MAINTAINING THE 130ARD
The CIP was allocated $ 742,200 during Fiscal Year 2014-2015 and $7.17,500 during Fiscal Year 2015-
2016. There are currently four full time employees and we support and train the Civilian Investigative
Pa nel, which currently consists of 12 members. If yo u have any questions or concerns rega rdlog this
report, please feel free to contact Horacio Stuart Aguirre, CIP Chairman, or Cristina Beamud, Executive
Director at 305-960-4952.
5
Ti f 'ffli
..............
flY WA L NUNDINC;N L
"Ias IWO,"
Dear Mr. Alfonso:
ln accordance with Section 2-890 of the It Code, I am subr-nitfing herewith the 2015
Annual Report of the Cty of Miami CivH Service Board, Ns report covers the seven
topics, listed under Secfion 2-8,90 and highlight ,ts sorne areas of concern to the Board
Members.
EnCIOSUre (n)
/TLM
C: CiA Service Board Mernbers
Todd B. Hannan, It Oerk
CIVIL SIFRVKE HOMd
444 SW 2nckkve, Off we 724, Miami, H, 33130/0051 416,202G/FAX: 0,0)416-202','�
Mmfink' Addwss; !b.3,), Box 13307(W Nliaaii, Horiirk,t 3,3231, 0?08
J a n lu a ry 5, 2016
C -j
Mr. Daniel I Alfonso, City Manager
r -n
r-rj
Cily of Miarni
Fri
3500 Pan American Drive, 2nd Floor
r,
Miami, FL 33133
'70
:x
Dear Mr. Alfonso:
ln accordance with Section 2-890 of the It Code, I am subr-nitfing herewith the 2015
Annual Report of the Cty of Miami CivH Service Board, Ns report covers the seven
topics, listed under Secfion 2-8,90 and highlight ,ts sorne areas of concern to the Board
Members.
EnCIOSUre (n)
/TLM
C: CiA Service Board Mernbers
Todd B. Hannan, It Oerk
CIVIL SIFRVKE HOMd
444 SW 2nckkve, Off we 724, Miami, H, 33130/0051 416,202G/FAX: 0,0)416-202','�
Mmfink' Addwss; !b.3,), Box 13307(W Nliaaii, Horiirk,t 3,3231, 0?08
0VI L SERVICE BOARD
20 15 ANNUALRKPOKI-7 E D
2016 JAN
OFFICE OF tHE (J TY CLIRK
Sunimary CITY OF tflAMI
n,ic City Cliarter provides for a Civil Service Board cons,isting of five (5) members, to adopt, arnerid,
and enforce a code of rules and regulations, suh.ieet to the approval of the City Conirnission, providing
for appointment and employment in all positions, in the classified service, The Board is re',,;ponsible
for legislative, administrative and quasi-judicial functions that, serve to protect and defend the merit
systern; and to ensure that established rules, regulations, policies, and procedures, are utilized in the,
hiring, promoting and retaining of capable people into the City's workforce. The Board endeavors to
improve the efficiency, effectiveness and quality of City goverianent, and is therefore serving current
community needs. 'There is no other board, either 'Public or private which would better serve the
functions of the City of Miarni Civil Service Board.
Listed herein fire the responses to items required in accordancewith City Code: See. 2-890:
When the Civil Service Board was originally created in 1921, it was designed to perfonn certain
personnel -related managerial tuid adjudicatory functions simultaneously. However, the current City
Charter-provides,for a Civil Service Boardconsisting pffive (5) rpenibqrs to adop;,arricrid, aPd'enf6rqe
a code of rules and regulations providing for appointment and eniployinent in all positions in the
classified service subject to approval of the City Commission. The Board is, responsible for
investigations concerning the enforccnient, and effect of Section 6 of the City of Miami Charter mid
Code of U111Ws, and of the Rules adopted. The principal functions of the Civil Service Board as they
relate to the Civil Service Rules and Regulations are:
9 To formulate personnel policies, for City govemnient and to review applicants' complaitits and
n�iake recommendations as outlined in Civil Service Rule 4. This rule addresses the Board's policy
function.
To establisliprocedTres and grounds fordisciplinaryactions and con ducthearings uponrequestof
an eniployee dismissed, Suspended!, demoted, ordered to forfeit earned time, laid off or reduced in,
pay by the Departi.xient Director. 'These duties ofthe Board are conducted in accord with provisions
of Role l4and are a part of its, appellate function.
0 To investigate concerns, and hear complaints of employees concerning violation of F.S.S.
1, 12.3 187, "whistleblowei" allegations;, abuse of power in appointments, layoffs, demotions, and
removals without just'ificatiOD. The authority of"the Board is exercised in accord with Civil Service
Rule 16 and Florida Statutes.
To investigate allegations of fraud and discrimination in the employment process mid impose
appropriate sanctions. This responsibility is specified in Civil Service Rule 17 and relates to the
Board's investigatory function,
9 To amend, repeal or supplement any Civil Service Rule, subject only to approval of the City
Commission, as in accord with Rule 18,, This rule relates to the Board's legislative function.,
�( 7CIVIL SERVICE BOARD2015, ANNUAL REPORT
Additionally, the Civil Service Bo: aaruf is reslmrmmmsilaletor performing those administrative functions that
affect the integrity of the merit system, These include the aammthorit ° of the l aar ..
To by-pass names on open, promotional, and lay off registers. The o rd exercises this authority
in accord with Civil Service Rules ,s '. , 8.4 and 112,
To extend probationary periods beyond the limits established in Civil, Service ce Rule 9.3.
To approve transfers rs tri other classifications under er specified conditions in accordance: with Rule
11.1.
• To approve Jmah assignments that are beyond the roUtira,e scope ofthe Rules,. This responsibility
is exercised in accord with Civil Service Rule 11 2.
• To authorize active duty military leaves of absence and returns firm active duty in accordance
vwrith. Florida Statutes, Section 295,
ro, conduct hearings and make, retention decisions, on employees who have received
unsatisfiwtory annual evaltiations as ed ict] in Civil Service Rule 13,
To approve re-employment of"fbirner employees under specified conditions in accordance with
Civil Service Rule 12A.
To approve voluirtary demotions/returns to former classifications,
• To approve applications for seniority rights frormm probationary employees, appointed to the
unclassified service as provided in Civil Service wale 8.1 1.
• .o approve applications for sernority credit fTom cinplo cc re-employedunder hale 12A
The Board is serving the purpose forwhich it was created as is evident by the issues acted upon during
the Civil Service Board, meetings held during the year, Verification of Civil Bernice Board action i
di:)curnented in the Board's minutes and also under the "Major Significant Accomplishments"' secctmca
f this report.
The Civil Service Board is serving the current needs of° hrrmth theworkplace cOrrM-nunit , which is
comprised of City of Miami employees arrmul applicants, and als,o the connnnnity that, includes the
residents and business owners ofthe City of Miaarrri. The Board serves to protect and defend the merit
system and, to ensure that established rales, regulaatio r ,olicie , aara fmrocemlmmre are utilized in the
Kirin , promoting aria] retaining of`cormmlmetent people in glee City's workforce. The Board endeavors to
improve the efficiency,effectiveness and quality of"City government.
The Civil Service Board provides am relatively inexpensive and prompt for°uarmm for review of"relevant
personnel issues, and formulation of"personnel policy for City overmmrmmcnti as jmmalicaation of classified
einplo ees" appeals, of disciplinary actions "arid investigation of"employees complaints and allegations
of f°'raarrrl, discrimination and abuse of Power, Such am " rumamm is in keeping with time 14th amendment of
the'United niteul St"a,tes Constitution which not only requires that individuals be afforded "clue process" in as
A CIVIL SERVICE BOARD
2015 ANNUAL REPORT
tangible marmer, but it also brings government and legal review to the grass roots level with
involver ent by way ofboth commission appointed and employee elected membership.
The Board could be responsible for conducting special studies coverngtropics representing current
personnel issues in government and new City personnel policies. The Board's completion of such
studies on personnel issues better serves the community by bringing issues to the surface, having
public hearings on these: issues, and making its findings known in the form, of reports whidh could be
made available to the comm. unity.
CIVIL SERVICE BOARD
MAJOR ACCOMPLISHMENTS
2015
During the 21 meetings, held in 2015, the Civil Service Board conducted:
• Two (2) Grievance hearings, concerning violation of Civil Service Rules,
• Two (2) Investigation hearings, concerning Abuses of Power.
• Five (5) Appeal hearings consisting of disari ssals, suspensions and forfeitures of earned
overtime.
A. sampling of the personnel matters considered by the Board is as, follows:
0 Evaluated eleven (11) requests for extension of probationary periods from departments
citywide.
Approved four (4) requests for military leaves, of absence.
Approved two (2,) request fbr re-employment following return from military leave.
Evaluated one (1) request for civil service credits.
Additionally, among the numerous activities completed this year, the Civil Ser -vice Bozu-d Office staff
of three:
a Prepared 41 subpoenas for service to witnesses to appear at Board hearings.
Participated in 20 New Employee or, Supervisor Orientation sessions and conducted 7ivil
Service Board, training worksbops.
* Conducted 112 Rescarcli and Investigative Reports.
o Documented the 18, continuances granted by the Board on behalf of the City/Employee, and
rescheduled the hearings.
* Processed closure of12 cases,
CILS CE' BOARD
2015 ANNUAL RE PORT
Provided the services of as trained rater & monitor who participated in, arid/or reported on
thirteen (13) interview processes, of 6-10 candidates each,, in accordance Labor/Management
Policy LMP -3-92, "Interview Process,".
e Wrote and posted three (3) Newsletters.
111ere is no Other board, cither Public or private! which would better serve the Function of tile City, of
Mianti Civil ServiceBoard. Although, other niunicipalities typically have personnel or appeal boards,
locally, this Board is the only one of its kind. Further, there needs to be an independent entity which
is free to azt, and oversee the actions of City Adniinistration as it relates to employinent matters, to
ensure tliat there is no abuse. Our research shows that unlike most inctit or CivilService Systems
Boards, the City's Civil Sc rvice Board has the involvement of both community leaders and lahor
unions, Stich a MiXtLl,]-C Of involvement balances the frequently competing innerests of City
Adnifitistration, employees and citizens of the City ad hs fostered an element of trust and fairness
in the minds of inany employees.
The Civil Service Board's current principal responsibilities, as mandated in tile Charter, are to pertorni
adjudicatory functions to ensure that merit system principles are being followed. Board members
believe that the following nierit system prineiles should be incorporated as - art of the current Civil
P P
Service Rules., These principles would serve as as basis for having the rules and the Board could guard
these principles and ensure that they are exernplified in all personnel management practices, initiated
by the City of Miami,
Merit Systen't Principles
All ernployees, and applicants shOUld be treated, fairly, without diserfinination, and with proper
regard for their pri v,acy and constitutional rights.
Recruitment should, serve to achieve a work force made up Of qualified people fi-om all seginents
of society, and selection, and Promotion should be based solely wi merit, after fair and open
competition.
e The City workforce should be used efficiently mid effectively,
0 Employees A oul d m aintai n, high standards o fin-tegrity, cond net, and con cern R)r the public interest,
9 Retention should be based on perforinance, inadequate perfionnarice should be corrected, and
ernployees who cannot or will not improve their perforinance to meet required standards should be
separated.
CIVIL SERVICE BOARD
REPORT
2015 ANNUAL
Employees should be provided effective education and training in order to achieve better
organizational guid individual performance.
Employees sbould be protected against partisan politics and may not use their offices for paitisan
political purposes.
0 When ernployces, legally disclose infun-nation evidencing wrongdoing, they should be protected
from) reprisal.
al Equal play should beprovideld forwork of equal valtie, with appropriate consideration for therates
plaid by private sector employers, and appropriate incentives and recognition should be provided
'for excellent perforrnance.
The Board, fd:els that the current prohibited personnel practices listed under its ordinance should be
!qs at!jdLd to include the following gSLditjgna j
�—prohibited personnel ractices:
o Soliciting or considering statements conceming a person under consideration or a personnel action
unless the staternent is based on personal knowledge and concerns the person,'s qualifications and
character;
Coercing the political activity of any person, or takingany action as as reprisal for, a person's refusal
to engage in political activity;
le Deceiving or willfully obstructing anyone from competing for eery plop-nent;
• Influencing anyone to withdraw fi-orn competition for tmyposition, whether to help or hurt anyone
else's employment prospects;
• Giving unauthorized prel"e-rential treatment to tiny ernployee or applicaut;
• Nepotisni;
Taking or failing to take, or threatening to take, as personnel action because of an individual's
exercising any appeal, complaint, or grievance right; testifor lawful,ly assisting anyindividual,
in the exercise of any appeal, complaint, orgrievance right; or refusitig to obeyan order that, Would
require flie individual to violate as law.
The Civil Service Board's responsibilities should include the annual review of sigLifficant actions and
11gEsgplig] pohof the Department of Hurnian Resources to deterinine if they are in accord with merit
system principles and free freers prohibited personnel practices,
I
Sec. 2-884(c) of the City Colds advises that, the "primary consideration in appointing board members
shall be to provide the board with the needed technical, professional, financial, business or
administrative experl
PAGE 5 of 6
CIVIL SER'VICE BOARD
2015 ANNUAL REPORT'
Although the CUrrent Civil Sri Board members do not feel that membership requirepnents should
be modified at this time, we believe thatthe residents, eniployees and applicrunts rnig)�it be better served
if special importance is given to the technical, mana�,-,verial or administrative expertise of the
persons proffered for ard apparr" ntnient. I'lersons experienced in the fields of hunian resources,
law, public administration, management, supervision, etc., would be ideally suited for consideration.
Below is a summary of the budgeted costs of niaintaining dric Civil Service Board during this fiscal
year, 'lliere are no identifiable! indirect costs as,sociated with this Bowd.
FY'2015 DEPARTMENTAL
BUDGET
eg, ,7 -17
I Ig pfg' Wl
g 7fffl, 111111il 5", /all M111/z
/j� NOW,` I
K, A sclr4 TY
Board
108010
staff
2 1600O
Fr , Ben is
720101
FICA Taxes
. .................... . 17800
'Retirement Contributions
9,3800
Life & Health Insurance
42600
Worker's C(!
51010
Offierhisurance
1400
Professi(I
22000
3200
() —St .. ......... ............. . . .......
1. 00
C(Tier
14010
200
Ef� RejjLi�,A�_Mairitenance
2200
er C 1� �!�s/�Qbl tions
O'd 'IarC
't 1r (�'1111 - — ----
-
200
ce SU1JeS
ffi p
200
Books, Publications, Memberships
700
Tota,l $42�4,9010
. . . . . . . .......... . ... . ...... . . . . ........... –.—
CIVIL SERVICE BOARD
2015 ANNUAL RE POWF
�irr rrr rrr n
Tlw City Charter provides for a, Civil Service Board, consisting of five (5) members to adopt, amend
and enforce a code of rules and regulations, subject to the approval of the City Cominission, providing
for appointment and employment in all positions in the classified service. The Board is, responsible
for legislative, administrative and quasi-judicial functions that serve to protect and defend the merit
systern; and to ensure drat estzibli shed rules, regulations, policies, and procedures, are utilized in the
hiring, prornoting and retaining of capable people into the C'ity's workforce. T'he Board endeavors tri
improve the efficiency, effectiveness and quality of City government, and is therefore serving current
community needs. There is no other board, either public or private which would better serve the
functions of the it of Mftuni Civil Service Board,
Listed herein are the responses to items required in accordance with City Code See, 2-890:
When the Civil Service Board was originally created in 1921, it was designed to perforin certain
personnel -related managerial and adjudicatory ffinctions simultaneously, However, the current City
Charter provides for a, Civil Service Board,consisting of five (5) members toadopt,wnena,"4 Pnforcell
a code of rules mid regulations, providing for appointment and employment in, all positions in the
classified service subject to approval of the City Commission. 'nie Board is responsible fbr
investigations concerning the enforceinent mid effect of Section 36 of the City of'Miarni Charter and
Code of Laws and of the Rules adopted. The principal ffinctions of the Civil Service Board as they
relate to the Civil Service Rules and Regulations are:
• ro formulate personnel policies for City government and to review applicants complaints and
ma,k,e re(x)nmiendations as outlined in Civil Service Rule 4. This rule addresses tire Board's policy
function.
• To establish procedures and grounds for disciplinary actions and conduct hearings upon request of
an, eniployee dismissed, suspended, demoted, ordered to fbrfeit emned time, laid off or reduced in
pay by diel e partment Director. 'Mese duties of the Board are conducted in accord with provisions
of Rule, 14 and are a part of its appellate firriction.
• To investigate concerns and hear complaints of eniployees, concerning violation of F,SS.
112,31871, "whistleblowei" allegations; abuse of power in appointments, layoffs, deniotions, and
removals without justification. The authority of the Board is exercised in accord with Civil Service
Rule 16 and Florida Statutes,
To investigate allegations of fraud acrd discrimination in the employment process and innpose
appropriate sanctions. This responsibility is specified in. Civil Service Rule 17 and relates to the
Board's investigatory faiiction.
'ro amend, repeal or supplement any Civil Service Rule, subject only to approval of the City
Commission, as in accord with Rule 18. This rule relates to the Board's legislative function,
CIVIL SERVICE BOARD
2015 ANNUAL Z
REPOWF
Additionally, the Civil Service Board is responsible for performing Hoose uadrruiruistrrrtive auruct Gurus that
affect the integrity of the merit system. These include the authority of the Beard:
• To -pass names on caper„ prornotional, and lay off registers. The Board exereses this authority
in accord with Civil Service Rules 8,. 3, 8.4 and 1 . "
• To extend probationary periods beyond the limits established lished in Civil Service Rule .
To approvetransfers, to other classifications under specified conditions in accordance with Rule
11..1.
approve job assigrunenLs that are beyond the routine scope of the: Rules" This resp nasi ilit
is exercised in accord with Civil Service Rule 11.2.
• To authorize active duty military leaves of absence and r •tuuruas from active duty in accordance
with Florida Statutes, Section 295"
• To conduct hearings uarad make retention decisions, on employees who have received
unsatisfactory annual evaluations as specified in Civil, Service Rule 13.
• To approve re-employment of tourer employees under specified conditions in accordance with
Civil Service Rule 12"4,.
To approve voluntary demoti rus/retuurrus to fcriner classifications.
To approve applications for seniority rights 1"t a probationary employees, appointed to the
unclassified service as provided in, Civil Service Rule 8,14"
To approve applications fuer seniority credit from employees re-euauplo ed under Rule 12A.
The Board is serving the purpose for which it was, crested as is evident by the issues acted upon during.
the Civil Service Board meeturu ;s geld during the year. Verification of Civil Service Board action is
documented in the Board's minutes and also under the "Major Significant tAccomplishments" section
of this report.
The Civil Service Berard provides a relatively inexpensive and, prompt forum for review of relevant
personnel issues and formulation of personnel policy for Citygovernment; adjudication cul"classified
employees' appeals of disciplinary actions; and investigation ofemployees complaints uand cullet tiuuuas
of fraud, discrimination and abuse of°power. Such a forum is in keeping with flee 14th uaruaendment of
the United States Constitution which not only requires deet individuals be: afforded "'due process"" in a
,AGE 2 of 6
T BOARD
CIVIL SERVICE
2015 ANNUAL REPORT
tangiblinanner, but it also bringsgovernment and legal review to the grass roots level with
involvement by way of both corrunission appointed and employee elected inernbersbip,
Tlic Board could be responsible for conducting special studies covering topics representing current
personnel issues in govemria ent and new City personnel policies. The Board"s completion of such
studies on personnel issues better serves the community by bringing issues, to the: surface, having
public hearings on these issues, and making, its findings known in the forms of reports which could be
made available to the community.
CIVIL SERVICE BOARD
MAJOR ACCOMPLISHMENTS
2015
During the 21 meetings held in, 20,15, the Civil Service Board conducted:
0 Two (2) Grievance hearings, concerning violation of Civfl Service Rules.
* Two (2) investigation hearings, concerning Abuses of'Power.
* Five Appeal, hearings consisting, of dismissals, suspensions and forfeitures of earned
overtime.
A sampling of the personnel matters considered by the Board is as f` ll esu
* Evaluated eleven (11) requests for extension of probationary penods froin depwtnents
citywide.
AppToved four (4) requests for military leaves of absence.
Approved two (2) request for re-emplo3quent following ret umfrom military leave,
Evaluated one (1) request for civil service: credits.
Addition,ally, aniOug the numerous activities completed this year, the Civil Service Board Office staff'
of three:
a Prepared 41 subpoenas, for service to witnesses, to appear at Board hearings,
Participated in 20 New Employee or Supervisor Orientation sessions, and conducted 7 Civil
Service Board training, workshops.
* Cndticteti]12Rcse,,irclifuidlnvestiiyativeR,cports,
Documented the 18 continuances granted by the Board on behalf of the Cit y/Employce, and
rescheduled the hearings.
* Processed closure of 12 cases.
PAGE 3 of 6
CIVIL SERVICE BOARD
2015 ANNUAL RE POiRT
Provided the services of a trained rater & monitor who participated in, and/OT reported on
thirteen (13) inter -view processes, of 6-10 candidates each,, in accordance Lala or/Manaper nent
Policy LMP -3-92, "Interview Process"'.
* Wrote and posted three (3) Newsletters.
There is, no other boc ard, either public or private: which would better serve the function of the City of
Miami Civil Service Board. Although other municipalities typically have personnel or appeal boards,
locally, this Board is, the only one of its kind. Further, there needs to be an independent, entity which
is free to act and oversee the actions of City Administration as it relates to employment matters, to
ensure that there is no abuse. Our research shows, that unlike most merit or Civil Service Systems
Boards, the City's, Civil Service Board has the involvement of both conimunity leaders and labor
unions. Such a mixture of involvement balances the ftequlently competing interests of City
Administration,, employees and citizens of the City and has fostered an element of trust and fairness
in the minds of many employees.
"Elie civil Service Board's current principal responsibilities, as mandated in the Cha, rter, are to perform
adjudicatory functions to ensure, that merit system principles are being followed. Board members
believe that the following merit system principles should be incorporated as part of the current Civil,
Service Rules. These principles would serve as a basis for having the rules and the Board could guard
these principles and ensure that they are excinplified in all personnel management practices initiated
by the City of Miami.
Merit System Principles
All. employees and applicants, should be treated fairly, without discrimination, and with proper
regard for their privacy and constitutional rights,
Recruitment should serve to achieve a work force: made up of qualified people from all, seg"me'rits
of society, and selection and promotion should be based solely on merit, after fair and open
competition.
* The City workforce should be used efficiently and effectively.
* Employees should maintain high standards of integrity, conduct, and concern for flie public interest.
Retention should be based on perfonriance, inadequate performance should be corrected, and
employees, who cannot or will not inip�rove their performance to meet required standards should be
separated.
C VIL SERVICEA,
2015 ANNUAL REPORT
Employees should be provided effective education and training in order to achieve ]Wetter
organizational and individual perfornia nce.
; rnpl'o ees should be protected against partisan polities and may not use their offices for partisan
political ptnrposes„
When ciriplo ces legally disclose information evidencing wrongdoing, they should he protected.
from reprisal..
Equal pay should be provided for work, of equal value, with appropriate consideration for the mites
paid by private sector employers, and appropriate incentives and recognition should he provided
for excellent perfortnumce.
The hoard feels that the current prohibited personnel practices listed Wander its ordinance should he
M.jajjd,q,dto include the followirngddntn nr.al prohibited personnel practices
Soliciting or rsnderirg statements concenungaperson under consideration for a persorrel action
Warless the statement is based on personal knowledge and concerns the person's nlWlific tionts and
character;
Coercing the political activity ofan y persona, or taking any action as a reprisalfar a person's -refusal_
to engage in political activity;
Deceiving or willfully obstructing anyone florn competing for crnplo .. enrt.;.
Influencing, anyone to withdraw from competition for army position, whether to help or hurt anyone
else's employment prospects;
"diving unauthorized preferential treatment to any employee or applicant,;
Nepotism;
'Ta,king or failing to tale, or threatening to take, a personnel action because ofan individual's
exorcising anappeal, complaint, or grievance ri lr:t; testifying or lawfully assisthig any individual
in the exercise of any appeal, cornnplaint� or grievance right; or refusing to obey an order that would.
require the individual to violate a law.
"l'he Civil Service Board's responsibilities should include the annual review of jfncanrt actions and
personnieln polncies of the Departraent ofButnana Resources to determine if they are in accord with merit
,system prirnciples and free from, prohibited personnel practices,
y it r � � , imp V ➢i wH r �� � ��
See. 2-884(c) of the City Code advises that the "primary consideration in appointing board rd mem ers
shall he to provide the hoard with the needed technical, professional, financial, lushness or
admirnistrative expertise."
'AGE 5 tnf
CIVIL SERVICE BOARD
2015 ANNUAL REPORT
Below is, a summary of the budgeted costs of maintaining the Civil Service Board during this fiscal
yea'I'hf r. Te are no identifiable indirect costs associated with this Board.
FY'2015 DEPARTMENTAL BUDGET
Ti.ianli, '��Iaribza
FRANCIS SUAREZ
January 28, 2016
Daniel J. Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
RE: 2015 Charter Review and Reform Committee Annual Report
Dear Mr, Alfonso:
CFFY HALL
NOW,4�,
30E,260 -1.542L'
�'AX 305 0",G-523r�
As Chainnan for the Charter Review and Ret'lomi Committee ( I CRRC), and pursuant to City
Code Sections 2-890 through 892, 1 ani pleased to provide you this annual report by answering
the following questions listed below
Is the board seming the purpose for ivbich it was created?
Yes, the CR C- serves the purpose for which it was created by conducting a comprehensive
review of the City Charter and Im-oposing ainendnients to the City Charter.
Is the boar -d serving current communi!3, needs?
Yes, the CSR C" is serving current community needs by recommending proposed amendments to
the City Charter due to changing conditions in the City of Miami, The CRRC does this, in part,
Cys enCOUraging participation frorn the City of Miami's constituents and employees. The CIBC
then debates and votes on the various proposals, The work the CRRC conducts is distinctive and
as valuable resource for the City of Miami and its Constituents.
What are the board's major accomplishments?
In 2015, the CRRC: inethodically reviewed the City Charter and has recommended that City
Charter Sections 5. 6, 7, 12, 18, 19, 21, 23, 24, and 25, 26, and 27 be amended, Thefiollowing is
as SUrnniary ofthe CRRC*s proposed language changes:
Section 5 (the Initiative) and 6 (the Referendum): Clarit"ying that the term "measures"
includes ordinances and resolutions; consolidating the, initiative and ref6-endum sections into one
section (Section 5); and creating a chailer amendment initiative (to become the nc\v Section 6).
201-5 Charter Revieu,, and Refvrni Coinnfinee Annual Reporl
Section 7 (Election of city commissioners and mayor): Changing the date of a runoff election
for mayor and city commissioners from the in odd -numbered years from the second Tuesday
after the first Monday in November, to the third Tuesday after the first Monday in November,
Section 12 (Filling vacancies for mayor and commission): Adding that a vacancy for mayor
and commission can, occur by suspension; that a special election to fill a vacancy shall be held
not more than 60 days after the expiration of the ten day period the commission has to fill the
vacancy; the person receiving the greatest number of votes in the special election shall fill the
vacancy for the remainder of the unexpired term of office; and adding a provision providing that
if a vacancy oil the city commission Or office of the mayor is caused by for-fCitLjre, suspension or
an allegation of wrong -doing and the elected official who caused the vacancy is later absolved,
he or she shall resunne their elected position for the remainder of the unexpired term, and the
person who was elected to fill that seat shall resign frorn the position in that circumstance.
Section! 18 (Establishment and reorganization of city departments): Consolidating tile
department of off-street parking, department of 11re-rescue, police department, and department of
finance into the same section,
Section 19 (Creation of new departments; discontinuance of departments): Creating tile
Office of the City, Attorney and setting forth the qualifications, term, and duties of the City
Attorney,
Section 21 (Department of law): Removing this section because the Office of tile City Attorney
will be consolidated into Section 19.
Section 23 (Department of off-street parking; off-street parking board): Rernoving this
section to Section 18.
Section 24 (Department of public safety): Removing this section because the department of
fire -rescue, and police department will be consolidated into Section 18,
Section 25 (Supervision in divisions of police and fire): Removing this section to Section 18,
Section 26 (Suspension and removal of chief of police and fire chief): Removing this section.
Is there an other board,, either public or Brivate,.wBich would better serve the function of
the board?
'rhe functions of the CRRC are unique. No other board, whether public or private, would better
serve the function of the C' .l Members appointed by the City Coninlissioners, Mayor, and
City Manager have diverse backgrounds, are experts in. their respective fields, and arc
kiiowledgeable of the City's needs. The CRRC reviews each section of tile Charter and
vigorously debates changes it believes would best serve the City's needs.
2
2015 Charter Revietv arid Rdbrm (,,onvnillee Annual Report
Should the, ordinance creating the board be amended to better enable the board to setwe
the put -pose for whichit was cr-eated?
No. The CRRC was re-established by Resolution No. 14-0293 which was rescinded and
replaced by Resolution No. 15-01347. Resolution No, 15-01347' extended the term of the
C,P,RC, among other things, until November 5, 2016.
Shou](I the boat-d's membership reguh-ements be modified?
No, it is intended that members of the board be persons having an interest in, or experience
relating to, the City Charter, City Code, or governmental procedures and processes, The City of
MBarri is served well by individuals who have such interest and experiences,
What is the cost, both direct and indirect, of maintaining the board.
CR.RC members serve without compensation and the CRRC does not incur any expenses x0bile
perf'onming its duties.
Should you need further information, please contact me at (305) 250-5420,.
Sincer ly,
Francis Suarez, Commissioner, District 4
Chairman of the Charter Review and Reform Conimittee
M I L D R E D A N D C L A U D E P E P P E R
BAYFRONT PARK
M A N A G E M E N T T R U S T
301 N. BISCAYNE BOULEVARD, MIAMI, FL 33132
TELEPHONE: (305)358-7550 FAX: (305) 358-1211
November 10, 2015
Mr. Daniel J. Alfonso
City Manager
City of Miami
3500 Pan American Drive
Miami, Florida 33133
Dear Mr. Manager,
, "A
Pursuant to City Code Section 2-890, attached please find a copy of the Bayfront Park Management
Trust's annual report. This report was approved by the Trust at its November/ 2015, board
meeting.
Please contact me if you have any questions.
>110
Cc; Timothy F. Schmand, Executive Director
fixe
Enc.
Governance
The City Commission created the Trust in 1987 to operate, manage and maintain Bayfront Park with the
goal of ensuring maximum community utilization. In 1994, Bicentennial Park (now Museum Park) was
added to the organization's portfolio. The Trust's governing board consists of nine (9) individuals,
appointed by the City Commission.
Bayfront Park is a 32 -acre park located in the Miami Harbor District and immediately adjacent to the
Central Business District. Built on filled bay -bottom in 1925 (2016 marks the Bay -front's _9.1 st year), _it has
been a gathering place for Miami's residents and visitors since that time. Museum Park, located at 1075
Biscayne Boulevard in the heart of the Miarni Harbor District, is a spectacular 21 -acre waterfront site,
adjacent to the cruise ship turning basin in Biscayne Bay. Museum Park re -opened to the public on June
14, 2014. The park is also home to the Perez Art Museum Miami, which opened in December 2013, and
the Patricia and Phillip Frost Museum of Science, currently under construction. Initial improvements to the
park are complete with others contemplated for the future. With the reopening of Museum Park, there are
now 53 acres of public waterfront parkland under the Trust's management. In addition to "ensuring
maximum community utilization," the founding legislation included a further directive: "The Trust shall,
to the greatest extent it determines to be feasible, implement the exercise of its powers in a manner which
utilizes and encourages the fullest and most active participation and cooperation of private enterprise."
The Trust recognizes the balance it must strike between managing public parks and encouraging private
enterprise. It uses its resources to create social value, whether through the hosting of major concerts and
festivals or the management of excellent public parks. The Trust's governing board consists of gine (9)
individuals, under the leadership of Commissioner Frank Carollo, who through their work on the Trust,
have demonstrated their commitment to making our community a better place for residents and visitors.
Staff
Pursuant to City Code Section 38-105, the Trust shall appoint an executive director,
subject to City Commission approval, who, "shall have general supervision over and be
responsible for the management and operation of all trust facilities."
The FY 2015/2016 budget contains 17 full-time and three part-time staff positions.
Accomplishments
The Bayfront Park Management Trust has been extremely successful in managing revenue against
expenses for the past 13 years. During Fiscal Years 2010 through 2014, the City of Miami provided $0 in
support of the Bayfront Park operations while the Trust's Administrative and Maintenance expenses
totaled $8,630,772. Those funds were used to operate and maintain Trust managed facilities. During that
same period the City realized $5,425,000 in savings by not subsidizing the park's operation, which is and
continues to be self sustaining. The City of Miami's net/net for that five year period totals $14,055,772 -
translating to $2.8 million annually. During those five years, the Trust also paid $1,682,367 for fire
services and $4,563,485 in police services, providing thousands of hours of overtime pay for our first
responders. An estimated $12,158,498 was generated in parking revenue, translating to a $1,482,141 in
parking surcharge to the City of Miami. The Trust's success is the City's success. And, that success is a
direct result of the social entrepreneurial model that has guided our operation for the past 14 years -- our
mission is to create social value.
In the past five years, the Trust has also demonstrated an ongoing commitment to facility improvements by
investing in capital improvements. Iu FY 2014/2015 the Trust continued its efforts at upgrading Bayfront
Park's physical plant. The Trust partnered with the City's Capital Improvement Department to renovate
B AY F R O N T PA R K MANACEM ENT TRUST
301 North Biscayne Boulevard Miami, FL 33132 (305) 358-7550
the park's existing electrical system, which included upgrades for earned income opportunities and
increased efficiencies. In FY 2015/2016 the Trust will continue its efforts to remove contaminated
material from Bayfront Park. One million dollars has been allocated to a Corrective Action Plan,
which will remove a layer of contaminated soil from locations in the park, cover with impermeable
fabric and cover with a foot of clean soil. Many parks throughout the city, and Miami -Dade County,
have been confronted with this issue, but the Trust is the only ark a enc covering the cost of
restoration.
The Trust continues to plan, promote and coordinate two of our community's largest celebrations,
America's Birthday Bash on July 4th and Bayfront Park New Year's Eve Celebration. The Trust is
committed to providing these free, community inclusive celebrations for Miami's residents and
visitors.
On December 31, 2014, before a live audience of 150,000 and 2.3 million viewers on FOX
Television, Pitbull's New Year's Eve Revolution kicked off in Bayfront Park. The performances began
at 7:45 p.m. on New Year's Eve with an electrifying performance by R&B legend, Betty Wright,
followed by local talent, representative of Miami's Multicultural community. The production featured
live and track music, local heroes --DJs Laz and Irie, dance performances, shout outs and Mr. 305
himself-- Pitbull -- who brought overwhelming joy to the audience. Midnight struck with a
magnificent fireworks display. Performances continued into the New Year, when R&B singer song
writer NE -YO joined Pitbull on stage to close the show. As the showended, Pitbull observed,
"Tonight we made history. Next year we'll make tradition. "
For New Year's Eve 2015, the Trust envisions an event that includes all of the previous years'
elements, partnerships with Bayside Marketplace, the Greater Miami Host Committee, food and drink
available throughout the.site, a fireworks spectacular at midnight, and a live broadcast on FOX
Television, featuring Mr. 305 — Armando Perez -- AKA Pitbull, and A level talent, whose identities
have yet to be released. The event's goal is to challenge Time's Square's primacy as the home of
New Year's Eve. Given our balmy weather, spectacular waterfront location, dynamic urban skyline
and multi -cultural community — we recognize Miami as the premier location for New Year's Eve and
on NYE 2015, we will demonstrate that fact to the rest of the world.
Our free, thrice weekly yoga classes continue their popularity with over 134,000 residents and visitors
having participated in the classes since their inception in September 2005 and reached its ten year
anniversary on September 12, 2015. The classes have been featured by NBC Nightly News with
Brian Williams, The Wall Street Journal, Fox Sports Network, CNN, Delta Sky Magazine, Celebrated
Living (in flight magazine for American Airlines), Vues d'Ailleurs (in-flight magazine for French
airline Corsairfly) and numerous local outlets.. Five separate sponsorship agreements helped the park
offset the expense of this extremely popular and oft copied program. In 2015, through various
partnerships and permits, the Trust added yoga classes and boot camps in Museum Park, The Trust
looks to add additional programming to all of its facilities in FY 201512016,
The 50 foot Holiday Tree that brightens Bayfront Park from Thanksgiving through New Year's will
continue to serve as downtown's raid -winter beacon. During the holidays, the park. is also the host site
for our Menorah Lighting, sponsored by the Shul of Downtown and the Miami Outboard Motor
Club's Holiday Boat Parade.
The newly renovated Museum Park opened to the public in June 14, 2014. This 21 acre facility, with
the longest continuous length of bay walk within the City of Miami and two cultural institutions as
BAYFRONT PARK MANAGEMENT TRUST
301 North Biscayne Boulevard Miami, FL 33132 (305) 356-7550
neighbors, brings renewed energy to the downtown waterfront. The 2015/2016 Trust budget includes
$1,000,000 to meet the needs of the restored facility. The budget also contemplates the facility's
maintenance needs using outside contractors to handle the landscape maintenance in Museum Park.
The Trust is optimistic that once the opportunities presented by the park become realized, event
promoters will recognize the park as an attractive location to entertain their clients and a revenue
stream can be developed to help offset the operational, maintenance and future capital costs of the
facility..
A robust marketing plan is executed for both Bayfront and Museum Parks, including exposure on
Bayfront Park's website (which engages an average of 14,000 monthly visitors), Bayfront Park's
marquee sign (The marquee sign is located on Biscayne Boulevard, with 65,000 passing vehicles each
day. The marquee is adjacent to Bayside Marketplace, one of south Florida's most visited tourist
destinations, with a reported 23 million annual visitors), social media campaigns on Facebook, Twitter
and Instagram (which have a combined reach of about 6,800 followers) and press releases distributed
to over I30 contacts (including the Downtown Development Authority, Greater Miami Convention &
Visitors Bureau, Downtown Miami, Miami Travel Attractions, Biscayne Times, Social Miami, The
Miami Herald and Miami New Times among others).
The Trust recognized the need to support activities outside the Bayfront and Museum Park boundaries
and to help where its most needed. Throughout the year, Bayfront staff lent their expertise to events
held around the city, from Coconut Grove to Little Haiti to City Hall, The Bayfront Park portable
stage, our festival on wheels, was used in every commission district at parks and community
celebrations, for events ranging from Viernes Culturales to the City's Summer Parks Program.
Between July 20I4 and 2015, the Bayfront Park portable stage was used 22 times. The Trust's
Fitness Caravan traveled from Bayfront Park to Jose Marti Park, providing free weekly yoga classes,
from April 20I4 through the present, to over 780 participants and helping burn over 113,400 calories -
- contributing to a healthier Miami.
Additionally in the past year the Trust:
• Hosted Ultra Music Festival in Bayfront Park, - widening the event's already enormous
economic impact for downtown Miami and surrounding areas,
• Managed the newly open Museum Park, which served as host site for Oprah Winfrey's 0 -
town Festival, the FIA Formula E Miami ePrix race and Best Buddies Walk, among others.
• Continued with the diversification of events hosted —ranging from film shoots to art
installations to pop concerts and community festivals,
• Continued to host some of the community's premier fundraising events such as Race for the
Cure, Light the Night Walk and the Crohns & Colitis Foundation Walk,
• Lent staff expertise to City departments and partner organizations through participation in
committees, workshops and focus groups to help improve our community,
• Continued care and maintenance of the statues .and plaques throughout the park and at the
Torch of Friendship,
• Continues to work with the community for alternative transportation opportunities with
Bayfront Park serving as a designated drop off/pick up location for the Miami Trolley, an
expanded Big Bus Tour operation, which includes boat tours and a water taxi operation. in
FY 201512016, the Trust committed $250,000 to help bring Tri -Rail to Downtown Miami,
BAY F R O N T PA R K MANAGEMENT TRUST
301 North Biscayne Boulevard Miami, FL 33132 (305) 358-7550
As demonstrated by the above list, the Trust has accomplished much in the past. It does
not appear that there is any other board, either public or private, that would better serve the
public's interest.
Membership Requirements
The membership of the Bayfront Park Management Trust was reconstituted in May of
1994. The streamlining of the Trust, decreasing its membership from 21 to nine, has made it a
more effective decision making body, The nine members of the Bayfront Park Management Trust- -
are representative of Miami's cultural and ethnic makeup. One member of the Trust is an elected
official of the City of Miami; the eight remaining members represent Miami's business,
professional and cultural communities and are appointed by the Miami City Commission, The
Trust currently oversees the 32 acres of Bayfront Park and the approximately 21 acres of Museum
Park. Membership in the Trust does not need to be modified.
Cost Effectiveness of Trust
The Bayfront Park Management Trust is an extremely cost effective method for the City
to operate and maintain Bayfront and Museum Parks. Total operating costs for both Parks in FY "
2015/2016 totals $6,565,000 with no funding from the City.
Conclusion
The Bayfront Park Management Trust has been extremely successful in bringing guidance
and leadership to the development of Bayfront and Museum Parks and serving as a catalyst for
positive change in downtown Miami. It has fulfilled and surpassed the mandate of its charter, and
intends to continue to do so into the future. The Trust board of directors and staff intend to build
on these past accomplishments, pursuant to our mission of "ensuring maximum community
utilization and enjoyment."
Thank you for allowing us the opportunity and the privilege to continue our efforts.
BAYFRONT PARK MANAGEMENT TRUST
301 North Biscayne Boulevard Miami, FL 33132 (305) 358-7550
City of Miami
Arts and Entertainment Council
Annual Report 2015
RECEIVED
1016 JAN 13 PM 12: 12
OFFICE OF THE CITY CLERK
CITY OF MIAMI
The City of Miami Arts and Entertainment Council was created in June
2002 to advise the Mayor and City Commission of Miami on arts and
entertainment -related matters. The board's mission is to encourage, coordinate
and enhance the development and promotion of quality art and entertainment of
every variety'and will foster creative endeavors throughout the community to
position Miami as a leading international center for art, culture and
entertainment.
Is the board serving the purpose for which it was created?
b
The City of Miami A&E Council is currently serving its purpose by -promoting
quality art and cultural events within the City of Miami through the involvement
of the board and its members in the art community within the city. Several
projects have been proposed to the board by both board members as well as
community members in an effort to enhance the City of Miami's position as a
center for art, culture and entertainment.
Is the board serving current community needs?
The board is currently meeting the needs of the community by holding regularly
scheduled public monthly general meetings in the City of Miami City Hall where
the art community's involvement is encouraged in an effort to better understand
the needs of the art community and the way in which the council, its board
members and the City of Miami can aid the development of future art, cultural
and entertainment events.
Major accomplishments of the board:
RECEIVED
2016 JAN 13 PM 12: 12
OFFICE OF THE CITY CLERK
Through the involvement of the board, its members and the art and CITY of MIAMI
entertainment community, the Arts & Entertainment Council in 2015 was able to
accomplish:
• The Council organized "Paint Me Miami" our fourth annual art competition,
with the purpose of recruiting local artists to exhibit their work and be recognized
through certificates and awards based on the panel of jurors recommendations.
381 media placements were generated (regional, national, international) with a
national press campaign. The estimated branding value of this media is $ 350,000
plus, if we were to purchase this editorial space.
• The Council maintained and updated the Facebook page and additional
social media efforts dedicated to the.Council as well as assisted the City's IT
department in updating the City of Miami website with relevant information.
• Monthly general meetings included the attendance of community
organizations.
• Meetings with Mayor Tomas P. Regalado, Assistant City Attorney and
monthly community special guest presentations.
Is there another board, public or private, which would better serve the function of
the board?
Several boards, both public and private, are involved in the emerging art
community within the City of Miami. The City of Miami Arts & Entertainment
Council is successfully involving the City and its community members with the art
community by promoting events and cultural affairs.
Should the ordinance creating the board should be amended to better enable the
'board to serve the purpose for which it was created?
At this time there is no recommendation for an amendment of the ordinance
creating the board.
Should the boards' .membership requirements be modified?
"rhe current membership requirements of the board are sufficient to serve the
mission of the board and we make no recommendation for an amendment at this
time.
Sincerely, `
Michagi Mg4gulies, Chairperson
Arts &"Entertainment Council, Chairman
4
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EQUAL OPPORTUNITY ADVISORY BOARD
2015 Annual Report
Presented to:
Daniel J. Alfonso
City Manager
Board Members:
Louis Marshall, 111, Chair
Corey Taylor, Vice -Chair
Viona Browne -Williams
Aurelus Dorvil
Charles J. Flowers
Edilfa Perez
Miriam Urra
Anneriz Walker
Emanuel Washington
Office of Equal Opportunity and Diversity Program ("EODP11) Staff.
Angela Roberts, Administrator
Nirva Delgado, EODP Specialist
Lisette Perna, Administrative Aide
ryY
EQUAL OPPORTUNITY ADVISORY BOARD
2015 Annual Report
Presented to:
Daniel J. Alfonso
City Manager
Board Members:
Louis Marshall, 111, Chair
Corey Taylor, Vice -Chair
Viona Browne -Williams
Aurelus Dorvil
Charles J. Flowers
Edilfa Perez
Miriam Urra
Anneriz Walker
Emanuel Washington
Office of Equal Opportunity and Diversity Program ("EODP11) Staff.
Angela Roberts, Administrator
Nirva Delgado, EODP Specialist
Lisette Perna, Administrative Aide
Introduction
Pursuant to Section 2-976 of the Code of the City of Miami, Florida ("Code"), the Equal
Opportunity Advisory Board ("EOAB") is comprised of'fourteen (14) members, ten (10)
of which are appointed by the Miami City Commission ("Commission"), and the
remaining four (4) are appointed by each of the certified bargaining representatives.
Appointment of all individuals is effective when confirmed by the Commission, The
Administrator and/or the Specialist for the Office of Equal Opportunity and Diversity
Programs ("EODP") serves as liaison to the EOAB and provides technical and
administrative assistance. In addition, the Office of the City Attorney provides legal
advice and related support when requested.
Purpose and Function of EOAB
Pursuant to Section 2-982 of the Code, the purpose of the EOAB is:
To review the employment policies and practices of the City and provide advice
and reconirriendations regarding equal employment opportunities.
The EOAB's duties include:
(1) Review and make recommendations to the mayor and the city commission
regarding equal employment opportunities.
(2) Review employment policies and practices of the city and make
recommendations to the human resources department through the director.
(3) Conduct monthly meetings, open to the public, for discussion of equal
employment opportunities and receive reports from the director.
(4) Recommend to the mayor and city comr-nission ordinances, resolutions, and other
proposals relating to equal employment opportunities.
(5) Make recommendations or reports to the mayor and city commission directly as
deemed appropriate by the board.
The EOAB has addressed a number of issues related to equal employment opportunities
for City employees. In turn, the delivery of City services has been enhanced by
promoting a work environment that respects cultural, ethnic and gender differences of
City employees. It has helped pave the way for providing a work environment reflective
of the diverse population of the City of Miami.
There is no other Board, either public or private, which serves the same function as the
EOAB.
Major.Accornpli.shments of the EOAB
(1) Invited City Manager, to EOAB meetings and engaged in meaningful and
interactive conversations regarding the City's accomplishments and future goals
in addition to pay increases and bonuses for City employees;
(2) Invited NET, Parks and Recreation, Public Works, and Procurement Directors to
EOAB meetings and engaged in meaningful and interactive conversations
K
regarding employment policies and practices specific to the departments they
oversee and in line with the duties and commitments of the EOAB;
(3) Invited Department of Human Resources, Recruitment Division, Senior Human
Resources Generalist to EOAB meeting and engaged in training and interactive
conversations regarding specifically the City's recruiting, screening, and hiring
process;
(4) Invited Department of Human Resources, Assistant Director to EOAB meeting
and engaged in training and interactive conversations regarding the City's
auditing of job classifications and compensation and pay process;
(5) Invited newly assigned Assistant City Attorney to EOAB meeting and introduced
to members;
(6) Presented EOAB Annual Report to City Cominissioners,
(7) Elections were held to appoint a new Chair and Vice Chair;
(8) Reviewed Labor Management Policy 3-92 — Interview Process;
(9) Reviewed and discussed Reasonable Accommodation and Retaliation statutes;
(1 t1) Reviewed monthly reports on all cases received by EODP;
(11) Reviewed monthly reports of the EEO demographic composition of employees
citywidc;
(12) Conducted in-depth discussions on citywide employment issues; and
EOAB's, Fulfillment of Community Needs
EOAB members reside, work, maintain a business, or own real property within the City
of Miami. Members keep City officials apprised of community concerns related to the
City's employment practices. Members serve as a conduit to the community on the
City's efforts to continue and improve upon diversity and other employment related
issues.
Ordinance Revisions/Membership Modifications
The EOAB has made a continuing effort to review the Code as it pertains to the EOAB's
duties and procedures. The EOAB recommends amendment to Section 2-982 of the
Code to reflect current practices in the area of equal employment opportunities. The
EOAB has directed EODP to work with the City Attorney's office to conduct further
research on this matter, and present proposed amendments to the City Manager's Office
and City Commission. The EOAB does not recommend modification to the membership
requirements.
Costs
The EOAB does not have its own budget but operates using the EODP staff. Therefore,
any costs incurred through staff's time, mailings, and other related expenses will be
incurred as part of the general budget of EODP.
Pnnofiminn
The EOAB was created to advise and recommend on the City's employment practices.
The EOAB continues to ensure equal employment opportunities for current and future
City employees.
9
CITY OF MIAMI
EDUCATION ADVISORY BOARD
2015 ANNUAL REPORT
Presented to:
Daniel Alfonso
City Manager
Board Members:
Christopher Norwood, Chairman
Marta Zayas, Vice Chairman
Charles Auslander
Eileen Bottari
George Cabrera
Luis Mata
Iraida Mendez-Cartaya
Christopher Norwood
Rev. Guillermo Revuelta
Evelio Torres
Dr. Jose Vicente
Daniel Yoder
Edelma Zuniga
Board Liaison:
Esther Balsera
1
Introduction:
Pursuant to Sec. 2-1311 of the Code of the City of Miami, Florida ("Code"), the Education
Advisory Board ("EAB") consist of twelve (12) members, seven (7) who shall be voting
members, and five (5) ex -officio members. One (1) voting position currently remains unfilled.
The City's Education Coordinator serves as liaison to board and the Office of the City Attorney
provides legal advice and related support when requested.
Purpose and Function:
Pursuant to Sec. 2-1309, the Education Advisory Board was created to oversee matters related
to the city education compact; improve and enhance communication between Miami -Dade
County public schools and the city; recommend projects to improve and enhance school
facilities; and advise the city commission regarding matters relating to education, health, safety,
transportation and quality of life issues that affect students. The board shall provide written
recommendations to the city commission regarding any matter relating to education impacting
the residents of the city. The EAB met five (5) times with quorum out of (6) six times this past
year.
1) Whether the board is serving the purpose for which it was created.
The Education Advisory Board is achieving its purpose. But our purpose would be better served
if all education related policy issues and ideas of the City were communicated with us, and if our
review of such policy issues were a part of the public administration of the City.
2) Whether the board is serving current community needs.
This year our major focus has been the total review and update of our Education Compact,
which is outdated.
3) A list of the board's major accomplishments.
Our Review, Update and Pending Recommendation of a New Education Compact
4) Whether there is any other board, either public or private, which would better serve the
function of the board.
There is no other board that would better serve the needs of children in the City of Miami
5) Whether the ordinance creating the board should be amended to better enable the board to
serve the purpose for which it was created.
Currently the ordinance requires that 4 out 7 voting members are required for quorum. We
have 5 ex -officio members as well. For the purposes of quorum, ex -officio attendance should
2
count. On several occasions we've had three voting members and several ex -officio members
present but could not conduct business. I think 3 voting members and at least one ex -officio
member should constitute a quorum.
6) Whether the board's membership requirements should be modified.
See response in question 5.
7) The cost, both direct and indirect, of maintaining the board.
Staff Time only.
3
City of Miami
COMMUNITY RELATIONS BOARD
2015 ANNUAL REPORT
PURSUANT TO CITY CODE SECTION 2-890)
MissionStatement: The Community Relations Board's mission is to foster mutual
understanding, open-mindedness and respect of persons regardless of economic, social,
religious, ethnicity, or sexual orientation by serving as advocates for both the City of Miami and
its residents.
The City of Miami Community Relations Board (CRB) was established in 1994 by Ordinance (No.
11742) and is committed to finding ways to foster mutual understanding, tolerance, and
respect among all economic, social, religious, and ethnic groups with the City of Miami.
The CRB serves in an advisory capacity to the City Commission and has the responsibility to
recommend and provide educational and social programs, designed to eliminate discrimination
in any form and to improve community relations by enlisting the support of civic leaders and
citizens. The board consists
of 13 members who are representative of the social, racial, religious, linguistic, gender, cultural,
and economic characteristics of this city. Administrative support for the CRB is provided by the
City Manager's staff and its liaison. The board meets monthly to review and discuss issues
affecting our community's ability to work, play, learn, celebrate and engage in governance with
good will toward our fellow residents.
Responses to the following questions are as follows:
1. Has the board served the purpose, which it was created?
Yes, the Community Relations Board has complied with its mission statement.
2. Is the board serving the community needs?
Yes, the board is active participants in community needs.
3. Accomplishments for the year 2015:
0 CRB participated in the city's gun buyback program.
• Hosted several local groups to speak at our monthly board meeting, to identify
issues in our community.
• Special guest appearances at our monthly general meetings.
Kept constant communication with the Mayor, City Manager's office and all five
Commissioners to discuss the CRB and our roll in the community.
Kept constant communication with the County Community Relations Board and
working in conjunction with them at different events, forums and community
outreach in regards to shootings and other violent issues affecting our
community.
• Hosted community meetings along with the City of Miami Police Department,
City Manager and elected officials. Working on restoring the Ambassador
Program and keeping constant communication with Police Department, Deputy
Chief of Police and Commanders through our Liaison.
Kept constant communication with our NET Administration, with regards to any
issues in the community.
* Dialogue with community leaders to address shootings in the community.
4. Whether there is any other board, either public or private, which would better
serve the functions of the board.
No. Our board is unique. Besides all the hard work we, put forward, the board is
composed of the perfect group of individuals from all different districts in our city.
The perfect blend that is committed to help this community.
5. Whether the ordinance creating the board should be amended to better enable
the board to serve the purpose for which it was created.
Yes. The ordinance should be amended having issues of member's attendance and
not reaching quorum at the monthly general meetings. Did not reach quorum for
the entire 2015 monthly meetings.,
6. The cost, both direct and indirect, of maintaining the board.
This year the board still has funds available that has been allocated in 2014 by the
office of the Mayor, Commissioner District 4 and the City Manager's Office in the
amount of $ 6,000.00. Prior to this allocation and for the last couple of years the
CRB has been operating without funds. Working on a budget would definitely help
the board to move forward and be able to address more issues that will benefit our
community.
Sincerely,
Carlos orales,
es, C ai person
Commu itV 10 0
RelaVtsPB ard
Commercial Solid Waste Management AdvisoryCommittee
Accomplishments
The -Commercial Solid Waste Management Advisory Committee (.CSWMAC) was
established in April 1999 to discuss solid waste management issues within the City of
Miami and continues to serve the purpose for which it was created.
In 2015, the Commercial Solid Waste Management Advisory -Committee was re=
organized after being inactive since late 2010, and new members were voted and/or
appointed to the. board as follows: / J
During the 2015. year, the CSWMAC committee was informed of the new: cycle. of the
2016-2021 Non -Exclusive Franchise Agreement. The committee members provided very
insightful and valuable input and had the opportunity to express their concerns before
this process. The Non -Exclusive. Franchise Agreement was ultimately approved by -the
City Commission in November 2015 and is expected to be fully executed. in January,
2016.
In addition, severalrevisions were. made to Chapter.22 of the City ;of Miami .Code in an
effort to promote commercial recycling with businesses. and multifamily properties and
continue to divert waste. from area landfills: The Chapter 22 code revisions were
approved by the City Commission in July 2015.
Furthermore, the committee collaboratively drafted and adopted the .Bylaws as the Rules
of Procedures that govern the board. The Bylaws adopted are: consistent with the
authority delegated to the committee by the City Commission:
Next, the committee addressed concerns of illegal dumping and .overflowing containers
with the active involvement of the Miami Police Environmental Response Unit in
conjunction with the Solid Waste Code Enforcement team. This is an ongoing effort
which is -.expected to yield positive results in the months ahead.
Currently, there is: no other committee either public or private, which serves the same
function of this board. Please note there was no financial impact for this -committee in
2015.
Keon Hardemon, District -5 Commissioner, Chairma
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Mario F. Nunez, Solid Waste Department, Vice-Chairm
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Nzeribe Ihekwaba, City Manager's Office
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Donnie Horne, Solid Waste Representative
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Jason Neal, Mayor Commercial, Hauler Representative
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James Bowen, Mayor Commercial, Hauler Representative
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Carlo Piccinonna, Minor Commercial Hauler Representative.{
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Rick Rubio, Minor Commercial Hauler Representativern
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Eileen Damaso, Residential Homeowners Representative, ex -officio
Lorena Ramos, Business Community Representative, ex -officio
During the 2015. year, the CSWMAC committee was informed of the new: cycle. of the
2016-2021 Non -Exclusive Franchise Agreement. The committee members provided very
insightful and valuable input and had the opportunity to express their concerns before
this process. The Non -Exclusive. Franchise Agreement was ultimately approved by -the
City Commission in November 2015 and is expected to be fully executed. in January,
2016.
In addition, severalrevisions were. made to Chapter.22 of the City ;of Miami .Code in an
effort to promote commercial recycling with businesses. and multifamily properties and
continue to divert waste. from area landfills: The Chapter 22 code revisions were
approved by the City Commission in July 2015.
Furthermore, the committee collaboratively drafted and adopted the .Bylaws as the Rules
of Procedures that govern the board. The Bylaws adopted are: consistent with the
authority delegated to the committee by the City Commission:
Next, the committee addressed concerns of illegal dumping and .overflowing containers
with the active involvement of the Miami Police Environmental Response Unit in
conjunction with the Solid Waste Code Enforcement team. This is an ongoing effort
which is -.expected to yield positive results in the months ahead.
Currently, there is: no other committee either public or private, which serves the same
function of this board. Please note there was no financial impact for this -committee in
2015.
I 'N
'A
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Daniel Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
As chairperson of the Code Enforcement Bard and pursuant to City Code See.
2-890 regarding the annual report requ�irement of City boards and committees, I am
pleased to provide you this annual report by answering the followinig questions listed
below'. As you may know, each commissioner may make one appointment of a regular
member, two at, -large, regular-memilber appointments and two alternate-member
appointments. All members are appointed on a vo,lunteer basis and are not
compensated in any manner. The GEB is both ethnical:ly and gender balanced,
reflecting the make-up of the City of Miami (COM). In 2015, the CEB met usually on the
first Thursday and the second and fourth Wednesday of every monthat 5:00 prn at
Miami City Hall.
Yes, the CEB serves the purpose for which it was created�. The purpose of the CEB is
to promote, improve and protect the health, safety and welfare of the citizens of this
municipality by authorizing its creation with the authority to impose administrative fines
and other nIMl penalties to provide an equitable, expeditious, effective and
inexpensive method of enforcing any codes and ordinances where a pending or
repea,ted violation continues to exist. The CEB's actions have continued to serve the
above-described purpose.
IMIRMEUM 2=0
Yes, the CEB acts in a professional and honorable manner in proceeding to meet
present community needs in its pursuit to promote, protect, and improve the health,
safety and welfare of the COM's citizens and has made sure that, no violation, presents a
serious threat to said community.
The CEB met 22 times and heard 468 cases; an Ethics workshop was also hel ' d ir
2015. The Code Enforcement inspectors scheduled 691 cases, and as a result,
Hearing Boards created 410 Code Enforcement Orders, The CEB mitigated
$352,8915.91 in favor of the City of Miami.
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function of the board?
to serve the; purpose for which it was created?
M�
No, the current board members meet the requirements. The CEB members must be
residents of the, City and shall be responsible to enforce technical codes of the City of
Miami. Appointments shall be made in accordance with the City Code on the basis of
experience or interest in the subject matter jurisdiction of the CEB. The membership of
the CEB shall, whenever possible, consist of an architect, a businessperson, an
engineer, a general contractor, a subcontractor, and a realtor. Said requirements are,
proper and should not be presently modified.
Lastly, it's important to note how the board has seen improvement in the way staff
presents items. The use of on-line presentations that are consistent in format b -
w -
presenteis a nice improvement. It is dappoi nting, however, that no
improvement has been made in terms of the physical delivery of printed packages and
associated material, The board has consistently asked that material be sent to us
electronically and an environment created where board members can use electronics,
such as tablets, during the meetings. We must move away from asking applicants and
board members to bring in binders and binders of material that are usually discarded
after the meeting.
MEE=
Charles E.....7.
.i
Chairperson
Respectfully subm,itted this I/ day of January 2016.
To: Honorable Mayor and City Manager
Frorn: Coconut Grove Business Improvement District.
Date: 1/14/2016
Re: Subriiission of'FY'l 5 Annual Report -- Coconut Grove BID
The Coconut Grove Business Improvement District is pleased to annOLHICC the release of the
2014-2015 Annual Report YOUT review. In FY' 15 the Cocom.lt Grove BID was Proud to
announce the initiation ofvarious new initiatives that were dedicated to the enhancement, of the
neighborhood experience, in addition to the re-establish.ment of oconut Grove as a, world-class
commercial walking village for our residents and visitors alike.
Enclosed within this packet you will find Our annual. report booklet that is scheduled to lie
released to our 241 property owners, that are included within the Business Improvement District
in the corning days.
RespMful,ly Sub.niitteO,,"",/,,
Nla,jny Gonzalez
Executive Director
Coconut Grove BID
Coconut Grove, BID 3390 Mary St. #130 Coconut Grove, F1 33133 wwwcoconutgrove...c.ogi Ph: 305-461-5506 Fax: 305-461-5773
Coconut Grove Business Improvement District
"Coconut Grove BID"
2014-2015 ANNUAL REPORT
For submittal to the City of Miami
By January 13, 20 16
0 PUrpose
a Serving Community Needs
a Board's Major Accomplishments
0 Board Organization
Exhibit --- CoconUt Grove Business Iniprovement Board Members 20 14-2015
is the Board serving the purpose.for which it was created?
The Coconut Grove Business Irriprovenient I.Nstrict Board of the City (-BID)" was established to
stabilize and improve retail and other business in the areas described in sections 35-221 and 54-
341 of the Code of the, City of Miami, and the assessed area known as the BID rnore particUlarly
described in resolutions 408-0455 adopted on July 24, 2008 and later corifimied in Resolution
409 -O076 adopted on February 12, 2009.
The mission of the BID is to work with the City, County and Other pLiblic and private
stakeholders to stabilize and improve retail and other business through promotion,, management,
marketing and other similar services, including but not limited to coordination, Funding,
ZI-1
implementation and maintenance of infrastmeture improvements, and other protects.
The BID Board is serving the purpose for which it was created.
Servinj Community Need,.-,
Is the Board serving current conununity needs?
Yes, the BID Board Supports the con-irriunity's needs through:
• Enhancing the services offered by the City of Miami, Miarni-Dade County and other
governmental agencies.
• Master Planning and implementation co-ordination.
• Providing supplemental City ofMiajaii off-duty police services and ambassadorial
see Lin ty/c leaning services for the District.
• Coconut Grove Business District advocacy and policy initiatives.
Board Mjj2LA�Ecrwrra lista eats
List of Board's inajor accomplishmeats fi)r 2014-2015:
Please reference attached booklet
Board Organization
Are there an.y other boards, either public or private, which would better serve theftinetion of
this Board?
It is the consensus of the IIID Board that no other Board is better suited to serve the functions of
the Board. The BID was specifically set Lip in order to better serve the Coconut Grove
commercial core community. It is making significant progress in that area.
N
Whether the ordhiance() creating the Board should be aniended to better enable the board to
serve the parposefor whieh it was created?
It is the consensus of the BID Board that the functionality of the Board requires no amendments
at this time.
Whether the Board's membership requirements should be modified?
It is the consensus of the BID Board that the current member hip requirements fear the BID
Board give a broad range, of experienced individuals to property represent the interests of the
BID stakeholders.
0 2014-2015 Coconut Grove Business Improvement District Annual Report.
rd
January 6, 2016
Daniel J. Alfonso, City Manager
City of Miami
3500 Pan American Drive
.Miami, PL 33133
RE: 2015 Planning, Zoning, and Appeals Board Annual Deport
Dear Mr. Alfonso;
As chairperson of the Planning, Zoning, and Appeals Board (PZAB), and pursuant to City Code
Sec. 2-890 regarding the annual report requirement of City Boards and committees, I am pleased
to provide you this annual report by answering the following questions listed below.
As you may know, the PZAB was created under Section 62-27 of the Miami City Code,
Ordinance 13158, in May of 2010. The PZAB is an integral part of the total process of planning
and zoning for the future development and growth of the City. The PZAB is to serve as an
instrument to convey advice and recommendation to the City Commission in all phases and
aspects of the comprehensive planning program, including without limitation, all amendments to
the comprehensive plan. It serves as a quasi-judicial board to the hear zoning applications for
specific properties, as set out in Article 7 of the Miami 21 Code, the Zoning Ordinance of the
City of Miami,
The PZAB consists of twelve members, ten of which are appointed by the City Commission, and
one regular and one alternate member who are both appointed by the Mayor, In 2015, the PZAB
usually met on the first and third Wednesday of every month, except for the month of January,
which only had one regular meeting scheduled, and the month August, which did not have any
meetings scheduled. The PZAB had four special meetings in lieu of regular meetings in the
months of March, June, July, and September. The meetings were held at Miami City Hall and
usually began at 6:30 pm.
Is the board serving the p3nose for which it was created?
Yes, the PZAB serves the purpose for which it was created by responding to the need of making
determinations and recommendations on planning and zoning items due to changing conditions
in the City, The PZAB generally acts under the applicable laws and regulations of the State of
Florida and the City of Miami. Its purpose is generally:
1) To act as the local planning agency pursuant to section 163.3174, Florida Statutes and the
local land development regulation commission pursuant to 163,3194, Florida Statutes;
2) To mane recommendations to the City Commission concerning amendments to Miami 21
(Rezonings, Special Area Plans and text changes) – and the Miami Comprehensive
Neighborhood Plan (Land Use Changes and text), text amendments to the Miami City Code,
and vacation and closure of streets, alleys and easements; and
3) To make determinations on applications for Variances and Exceptions under the Miami 21
Code. The PZAB is also charged with hearing, de novo, and malting a ruling on an appeal
of.
(a) An administrative determination by the Planning and Zoning Director;
(b) The decision of the Zoning Administrator regarding a Waiver;
(c) The decision of the Planning and Zoning Director regarding a Warrant;
(d) A zoning interpretation by the Zoning Administrator; and
(e) The decision of the Zoning Administrator regarding zoning approval. In performing
its appeal authority, the board shall serve as a quasi-judicial body and observe the
requirements of quasi-judicial procedures as set out in Miami 21 and under applicable
state laws,
Is the board serving current communi needs?
Yes, PZAB is serving current community needs by fulfilling each of their purposes listed above.
What are thehoard's major aecom lishm_ents?
In 2015, the PZAB- held 21 regularly -scheduled meetings; one of which had no quorum. In
addition, four special meetings were held. A total of 80 items were heard. The PZAB also held
one workshop on Sunshine Laws and Procedures. The PZAB works closely with the community,
encouraging participation at its hearings with developers and constituents when conflicts arise
and offers staff support. The PZAB is highly respected by the community, experts, and various
department personnel, who work in conjunction with it.
Is there an other board either ublic or private., which would better serve the fun on of
the board?
The functions of the PZAB are unique. No other board, whether public or private, would better
serve the function of the PZAB. Commissioner appointees are electors of the City and
knowledgeable of the Board's needs, serving as intermediates and facilitators between groups in
order to achieve harmony and optimum results. The PZAB looks at each application
individually and judges it by its merits. It is believed that no two cases are the same, although
some situations may resemble. Members of the PZAB are provided each agenda item in order to
thoroughly study it in advance, taking into consideration—amongst other things—the following
at the time of the hearing:
1) The merits of the application;
2) Whether the application is properly in front of them;
3) Whether the petition would be beneficial to the neighborhood and the City of Miami;
4) Whether the immediate neighbors are present and taking part in the process;
5) Whether the immediate neighbors are in support or in opposition of the petition;
6) Whether there are any code or regulatory violations;
7) That each applicant be afforded the same opportunities presenting an application to the
PZAB.
2
The foregoing is part of the consideration given to each application and assures all individuals
the swine rights, no matter where in the City said construction or development is being proposed.
The manner in which the PZAB has been created makes it possible to rule in fairness for or
against an application when there is both opposition and support in a neighborhood. The work
the PZAB conducts is distinctive and a valuable resource for the City of Miami and its
constituents.
Should the ordina ce creating the board be amended to better enable the board to serve
the fanrpo5e for which it was, created?
No.
Should the board's membership a uireme is be modified
No.
.. .................... .
PZAB is a quasi-judicial board for whom the City's Hearing Boards provides administrative
support. A Hearing Boards Specialist prepares the meeting minutes, maintains board
correspondence, prepares meeting notices, mails certified notices to property owners, prepares
PZAB resolutions, and performs other related functions. PZAB meetings are televised through
City of Miami (COM) television with the help from the Office of Communication and Internet
Technology Department staff, who are present at every scheduled and special meeting to assist
with any broadcasting and technological needs that may arise. The City Attorney's office has
also assigned one Assistant City Attorney to serve as counsel for the board. A conservative
estimate of both direct and indirect costs related to maintaining the PZAB is approximately
$21,000.
Lastly, it's important to note how the board has seen improvement in the way staff presents
items. The use of online presentations that are consistent in format between City presenters is a
nice improvement. It is disappointing, however, that no improvement has been made in terms of
the physical delivery of printed packages and associated material. The board has consistently
asked that material be sent to Us electronically and an environment created where board members
can use electronics, such as tablets, during the meetings. We must move away from asking
applicants and board members to bring in binders and binders of material that are usually
discarded after the meeting.
Should you need further information, please contact me through the planning and Zoning
Department, Hearing Boards Division at (305) 416-2030.
Sincerely,
Charles Garavaglia
Chairperson
Respectfully submitted this day of January 2016.
City of Miami
PARKS AND RECREATION ADVISORY BOARD
DATE: January 15, 2016
TO: Honorable Mayor and Members of the City Commission
FROM: L. Elijah Stiers, Esq., Chairman
Parks and Recreation Advisory Board
RE: City of Miami 2015 Annual Report — Parks + Recreation and Open Spaces
Hon. Mayor and Members of the City Commission,
In compliance with City Code Sec. 2-890, and in furtherance of my recent appointment as Chairman of the
City's Parks and Recreation Advisory Board ("PAB"), I provide you with this 2015 Annual Report.
It has been an honor to serve on the PAB since 2013 as the appointee for District 2, and I hope to continue
to do so at the request of our new Commissioner, Ken Russell. Since my appointment, the PAB has
continued to make annual improvements, and I can report that the PAB currently consists of a group of
dedicated community leaders who share the vision of improving our City's parks and helping our Parks
Department to reach its full potential.
The PAB asks for your continual support in enforcing all City Ordinances to assist with this aim including
Policy PR -5.2.1, whereas the "Board will also review and advise on capital plans and designs based on the
Master Plan and advise the Commission on any proposals to expend more than $50,000 to acquire new
park land, to diminish or convert existing park land, to accept donated land for parks, or to sell City land
that may be suitable for parks."
In 2016, the PAB seeks to better the lines of communication with relevant departments, including Parks,
Planning and Zoning, and Capital Improvements, and requests that the City Commission continue to
provide their support to assist us in realizing these goals.
Please do not hesitate contacting me at eli@stierslaw.com, or at (305) 509-6511 should you have
questions or comments. Oh behalf of the PAB, I look forward to working with you to ensure a sustainable
future for the City's park system.
CC: Daniel J. Alfonso, City Manager
Lacleveia Morley, Assistant to the Director
Maggie Fernandez, Vice -Chair
• Whether the board is serving the purpose for which it was created.
The Parks Advisory Board is serving the purpose for which it was intended. In 2015, we continued to enjoy
a full Board which allowed us to reach quorum, in most circumstances. In the past, the lack of a fully
appointed board often prevented us from reaching quorum, but we were able to successfully reach
quorum for most meetings in 2015. As a result, the PAB had eight (8) meetings in 2015, during which we
reviewed important projects and activities conducted by our Parks Department, and had lively discussions
regarding recommendations for how we can do better.
• Whether the board is serving current community needs.
The Parks Advisory Board is committed to enhancing the quality of life and delivery of services to the
community. Input from residents and community leaders regarding the improvement of park services
and operations is critical to our success. In that regard, we encourage the City Commission to direct all
residents with any concerns relative to our Parks Department to attend a public meeting of the PAB in
order to voice their concerns and have them addressed by the Board.
Additionally, the Board requests to be provided with CIP reports on a consistent basis so we may be aware
of all upcoming projects or those taking place to continue to provide the best services possible to our
community. As done so before, the Parks Department will contact Jeovanny Rodriguez, Director of CIP,
with said concerns so we may have an efficient 2016 calendar year
• A list of the board's major accomplishments.
The PAB was able to review several parks projects and initiatives and provide valuable recommendations
in 2015. Some, but not all, of the PAB's accomplishments included the following:
1. Recycling Pilot Program
In June of 2015, the PAB passed a resolution recommending that the Parks Department implement a pilot
program to research the feasibility of installing and collecting recyclables from our Miami Parks. Based
upon our recommendation, the Solid Waste and Parks Departments partnered together to put this plan
into motion. Thanks to Mario Nunez, Director of Solid Waste, and our Parks Director, Kevin Kirwin,
modified recycling containers, similar to the blue containers used in Miami residences and already familiar
to and used by Solid Waste, were placed in several Miami parks in 2015, including: Gibson Park, Moore
Park, Jose Marti Park, Grapeland Park, Williams Park, Kennedy Park, Shenandoah Park, Regatta Park, and
Morningside Park. With the information gathered by Solid Waste and Parks, we hope that this program
can be improved upon and expanded in 2016, so that visitors to Miami's parks can help reduce the City's
environmental footprint.
2. Program Partnerships
The PAB reviewed and offered its input in the review of the City Code to allow "Program Partnerships" in
City of Miami Parks with various approved 501(c)(3) not-for-profit organizations. The PAB encouraged
the Parks Department to make efforts to forge public-private partnerships, whenever possible, for the
good of the community and to fill gaps in services, such as in programming. The Parks Department
incorporated many of the PAB's recommendations into drafts of the proposed language for revisions to
the City Code to allow such partnerships to flourish.
3. New Positions for Sports Turf Manager and Integrated Pest Control Manager
The PAB was involved in the creation of the positions for Sports Turf Manager and Integrated Pest Control
Manager, and is supportive of the Parks Director's efforts to create these positions and fill them with
uniquely -qualified individuals who can help our Parks be greener, cleaner, and more efficient. An
additional benefit to the creation of these positions is reduced reliance on harmful pesticides and
chemicals, such as neonicotinoids, which have been shown to have a devastating impact on local bee
colonies, and which is an issue brought to the Parks Department's attention by the PAB in 2014.
4. Continued Oversight Over Soil Contamination in Miami Parks
The PAB continued to address issues concerning contaminated soil found in several of the City's parks. In
2014, the PAB learned that the cause of the contamination was incinerator ash which was used to provide
infill for parkland. With the assistance of the Park Director, Mr. Kirwin, the PAB continued to review
progress on the clean-up efforts, including soil removal and installation of geofilm and bonded mulch,
reviewed the budgets for same. The PAB would like to continue receive an update from the City on the
clean-up efforts, the status of expenditures for the cleanup, and the timeline for reopening parks in 2016,
such as Douglas Park, which continue to be closed.
5. Inquiry in Miami Marine Stadium Mangrove Destruction
In July of 2015, the PAB investigated the unfortunate and illegal destruction of several acres of mangroves
near the Marine Stadium construction. The Board learned that this incident was a result of a unilateral
action by a contractor, and that the Parks Department had not approved or authorized the cutting down
of the mangroves. While alarmed that the rapid pace of construction at the Marine Stadium occurred at
the expense of vital and fragile mangrove ecosystem, the PAB was satisfied that the Parks Department
played no role in these actions. The PAB will continue to monitor the construction of any park facilities at
the Marine Stadium, and requests that the Parks Department and City Commission continue to
communicate with the PAB with regard to the construction of any parks in and around the site.
6. Miami Summer Camps
The PAB was pleased to review and offer input with regard to the City of Miami's Parks Department's
Summer Camps Programs, which offered 31 summer camps to Miami youth in 2015. These camps
serviced 2,500 of Miami's youth, many of whom were on fee reduction. Additionally, the City of Miami
Aquatic Program had an astounding 2,480 participants this year, with a passage rate of 81% -- including
750 children age 5 and under who learned how to swim in 2015. Additionally, the City of Miami now has
a swim team certified through USA Swimming, which the PAB is encouraged to see grow in 2016.
7. Opening of Regatta Park
In September of 2015 we welcomed a new park to the City of Miami, Regatta Park, which the PAB was
involved in overseeing and offering input with regard to the planning and design. All Board members
were excited to see this new jewel of a park finally open to the public, and are encouraged to eager to see
the completion of additional phases of the park.
Whether there is any other board, either public or private, which would better serve the
function of the board.
There is no other board that relates to park -specific issues and it would be detrimental to the purpose of
why this board was formed if these duties were given to another city board. The PAB is currently made
up of dedicated community leaders and public servants that believe in the current parks system and see
the potential that can be achieved with the assistance and participation of community leaders in
coordination with the City's elected officials and Parks Department.
• Whether the ordinance creating the board should be amended to better enable the board to
serve the purpose for which it was created.
As stated above, the PAB is encouraged that the Parks Department is seeking to amend the City Code and
ordinance to streamline and facilitate the process by which public-private partnerships can be achieved.
We encourage the City Commission to support these efforts, as the PAB believes that such public-private
partnerships — such as the nascent Museum Park Conservancy — are where the future success of Miami's
Parks lie. We will, of course, continue our efforts to work with the City's Parks Department and to make
recommendations to the City Manager and department heads with respect to their duties in the parks
system.
• Whether the board's membership requirements should be modified.
At this time the PAB does not recommend that membership requirements be modified.
• The cost, both direct and indirect, of maintaining the board.
The board has minimal costs. The board liaison estimates four hours a month on board related activities
which would total to $1,500 a year. Supplies such as paper, office materials copying could be captured at
$200. So the physical cost to have the board function is under $2,000 a year, though this does not consider
cost of using the City Chambers and the cost of airing the board meeting on the City Channel 77.
Thank you for your consideration of the foregoing, and we look forward to better assisting you and making
Miami's parks even better in 2015.
Very truly yours,
L. Elijah Stiers, Esq.
40, [IM 3rd StlraA
Suite 1103
MIMIJ, Floiida 33128
3
P ) 37
lIone (305.3-6789
Fax (3105) 371-9451. 73) www. iniamiparking.mrn,
TO: Daniel J. Alfonso, City Manager, City of Mlii'uni
FROM- Ar(hur Noii,egm, V, Chief Executive Officer, M iarni 'I'll arkh.ig Authority
SLIBJEC'T'2015 Annual Rqiort
DA'i'E Januar,�, 15, 20,16
As, required by City Cocle See, 2-890, 1 am, provi(ling you with, Ilie 2014/2015 An,nual
Report oftlic Deparlinent of Off-Strect Parking Boaal.
Please fcod freQ to cal nie with any questions,
AN,clb
Attachu,'wnt
Cc DOSP Board
40 NW 3rd Street
Suito, 1103
Miami, Forda 3:31.28
Phonie(305) 373-6/89
Fbx (30,51371,94151
Miami Parking Authority continued to provide parking management services for
the Public H�ealth trust, for their 7,000 parking spaces on r merfical
campus. In th'M capacity, NIPA has been able to steadily increase revenues
while consistently decreasing expenses. MPA was able to steward
approximately$7,0 million in revenue for the County's public hospital for the year
ended! September 30, 2015.
The Authority continues to centralize its operations by monitoring all automated
facilities and oin-street Pay and Display machines from one central �ocafion.
Currently, the Command Geriter Staff provides a live: response 'to alil inquiries
Miami Parking Authority; Off -Street Parking Board received from customers;
whether they are expene,ncing problems at a machine or are, in need of
processing a disabled transaction, 'The creation of thi's center has allowed for an
increase in efficiencies to our operations as well as to an improverneritto the,
tevels customer service we offer.
The Pay-By-Pirione program continues to attract new Users. Its main draw Is the
convenience it affords users when they need to pay for their parking.
2014-2015 Annual Report
Page 2
As of September 2015, approximately 487,000 vehicles have registered to
participate in the program, which has generated approximately $17.0 million in
parking revenue since its inception.
During the past several years, the Authority has experienced rapid change both
in terms of operational responsibilities and its role in the community development
process. The Authority's traditional role of meeting the parking needs of the City
has been expanded to include fostering an awareness of parking as an integral
component of a balanced transportation system, both public and vehicular, and
the community development process.
The Authority's expanded role in community involvement is demonstrated in
various parking -related projects geared toward neighborhood beautification and
economic development, as well as continued participation on civic and
governmental committees.
The Authority's continued role in community involvement is demonstrated as
follows:
• The Board and Authority continue participating in civic and
governmental committees to share resources and provide input on
decisions which impact on the area's transportation needs and the
City community development process. Specific to our role in
community development, this year we have expanded our
participation and outreach as it relates to the beautification of the city
and the expansion of art in public places. To that end, we hosted a
call to artists in Wynwood which was very successful. We were able
to have several local up and coming artists create original pieces
which are displayed on parking meter machines in that district. This
event did not only serve to enhance an otherwise mundane piece of
equipment in the public right of way, but it also garnered lots of good
will and positive feedback from residents and visitors to our City. We
hope to continue this initiative in other sectors of the City.
• The Authority has continued its public -information campaign in order to
update citizens about the Authority's role in parking management,
any new programs being offered as well as its support and financial
contributions to the City. It has been our mission to insure that we
reach out to all the communities which we serve and to this end we
used media outlets in English, Spanish and Creole.
In-kind sponsorships, in the form of donated parking viere provided to
nurnerous organi zatbns such as The Miami International Book Fair
intowntown, Miami!, as -well as the Coconut Grove it Festival,
Flagler Fest. and Carnival Miami arriongst others,
-The Authority continues its participation in neighborhood parking
advisory committees, which provides a platform for citizen
participation in the Authori!ty"s decision-making process,
The, Authority's partnership, with Car2Go has proven to be a resounding success,
lit has been, met,with wide acceptance throlLighout the community, This led to our
expanding the car sharing options by entering into an agreernent, with Zriipcar.
Our collaborations with these car sharing service providers, has helped to en ure
that City of Miami Residents have, additionall options when considering how they
move about our City. This innovative mode of transportation provides
accessibillity to all places throughout the city, with, great convenience, at a very
affordable cost.
The Department of Off -Street Parking Board continues to successfully direct the
operations of the Department of Off -Street Parking of the City of Miami,
FUrthermore, no arriendments to the ordinance creating the board or modification
to board membership requirements, are necessary,
homas B. jelke, Chairp,erson
January 1 st 2016
Daniel Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
RE: 2015 Nuisance Abatement Board Annual Report
Dear Mr. Alfonso:
As chairperson of the Nuisance Abatement Board (NAB), and pursuant to City Code
Sec. 2-890 regarding the annual report requirement of City boards and committees, I
am pleased to provide you this annual report by answering the following questions listed
below. As you may know, each commissioner may make one appointment of a regular
member, two at -large, regular -member appointments and two alternate -member
appointments. All members are appointed on a volunteer basis and are not
compensated in any manner. The NAB is both ethnically and gender balanced,
reflecting the make-up of the City of Miami (COM). In 2015, the NAB met usually on the
last Wednesday of every month at 5:00 pm at Miami City Hall.
Is the board serving the purpose for which it was created?
Yes, the NAB serves the purpose for which it was created. The purpose of the NAB is
to promote, improve and protect the health, safety and welfare of the citizens of this
municipality by authorizing its creation with the authority to impose administrative fines
and other non -criminal penalties to provide an equitable, expeditious, effective and
inexpensive method of enforcing any codes and ordinances where a pending or
repeated violation continues to exist. The NAB's actions have continued to serve the
above-described purpose.
Is the board serving current community needs?
Yes, the NAB acts in a professional and honorable manner in proceeding to meet
present community needs in its pursuit to promote, protect, and improve the health,
safety and welfare of the COM's citizens and has made sure that no violation presents a
serious threat to said community.
A list of the board's major accomplishments:
The NAB met 10 times and heard 5 cases; an Ethics workshop was also held in 2015.
The Nuisance Abatement officers scheduled 5 cases, and as a result, Hearing Boards
created 15 Nuisance Abatement Orders..
Is there any other board, either public or private, which would better serve the
function of the board?
No, there is no other board, either public or private, which would better serve the COM.
The NAB is a statutorily -created body under Sections 162.01-162.13 as the "Local
Government Code Enforcement Boards Act." The work the NAB conducts is distinctive
and a valuable resource for the COM and its constituents.
Should the ordinance creating the board be amended to better enable the board
to serve the purpose for which it was created?
No.
Should the board's membership requirements be modified?
No, the current board members meet the requirements. The NAB members must be
residents of the City and shall be responsible to enforce technical codes of the City of
Miami. Appointments shall be made in accordance with the City Code on the basis of
experience or interest in the subject matter jurisdiction of the NAB.
Should you need further information, please contact me through the Planning and
Zoning Department, Hearing Boards Division at 305-416-2030.
Sincerely,
Charles H. McEwan
Chairperson
Respectfully submitted this //a" day of January 2016.
Z
C, "'ift! rtf Affianni, 471oritia
TomAs P RFoALADO
MAY"M
'17
MUNSIPMEOWT
TO: Daniel Alfonso, City Manager
FROM: Tomas Regalado, Chairman, Miami Sports and Exhibition Authority (MSAE)
CC: Todd Hannon, City Clerk
3500 PAN AMEPICAh4 DDI IVIE
MIAMI. FILOMDA 33133
�.305) 2so 530C)
r_A1111( 1305) U,15410,0�
As Chairman of the MSEA, I am submitting the Yearly Report to the, City Manager and the City Clerk and,
in an oral way, to the City Commission.
The MSEA Board is serving the purpose for which it was created, which is, basically, to promote and
sponsor events in the City of Miami that will serve the community.
Also, the Board is tasked through the Executive Director to administer certain properties in the Watson
Island area, specifically the Children's Museum, the heliport site and the sea -plane site.
As recommended by the City Attorney, the ordinance creating the Board is being amended to better
enable, the Board to serve the purpose for which it was created.
During 2015, the Board of MSEA has been dealing with different issues to finalize the two major projects
in parts of Watson lsland, specifically the heliport and the sea -plane base.
MSEA generates its own budget and, with its budget sponsors different events that will serve the
purpose of culture, tourism and sports.
As for the administration of the Board, during 2015 the Executive Director was able to recover
$18,411.08 from Local Government Surplus Fund B, from the State Board of Administration of the State
of Florida.
In order to be more, efficient and cost effective, we closed two checking accounts without activity that
were being charged service fees. Closing these accounts saves money.
As we begin 2016, the MSEA Board will continue to work with the administration to finalize rnaJ . !or
projects that will elevate Miami to new levels to serve residents, visitors and tourists.
IN 1AMIDDA
DOWNTOWN DCVrI.OPMENT AUTHORITY
To: Daniel J. Alfonso, City Manager
City f Miami
From: ce I.
Robe son, Executive Director
Miam' DA
Date: January V, 2016
Re: Annual Report FY 2014-2015
IMemorandum
Pursuant to City Code Sec. 2-890-892 (Annual report of City boards and committees),
attached please find the Miami DDA Annual Report for FY 2014-2015, which was
approved by the Miami DDA Board of Directors by Resolution No. 2812015 on
December 18'', 2015.
AMR/kms
Attachment
cc: Todd B. Hannon, City Clerk — City of Miami
Miami Downtown Development Authority Tel: 305.579.6675
200 S. Biscayne .Boulevard, Suite 2929 Fax: 305.371.2423
Wachovia Financial Center Web: www.miamidda.com
Miami, Florida 33131
RESOLUTION NO. 28/2015
A RESOLUTION OF THE MIAMI DOWNTOWN DEVELOPMENT
AUTHORITY ("DDA") OF THE CITY OF MIAMI, FLORIDA
APPROVING THE 2014/1.5 ANNUAL REPORT IN ACCORDANCE
WITH CITY CODE SECTION 2-890-892.
WHEREAS, IN ACCCORDANCE WITH City Code Section 2-890-892 (Annual
Report of City Board and Committees), each City of Miami Board shall have its chairperson
submit an annual report, approved by the board, to the City Manager; and
WHEREAS, an annual report has been prepared for board approval, providing the
requested information concerning the board as required in City Code Section 2-890-892
(Annual Report of City Boards and Committees) attached hereto as "Exhibit A"; and
NOW, THEREFORE, be it .resolved by the Board of Directors of the Miami
Downtown Development Authority of the City of Miami, Florida.
Section 1. The recitals are true and correct and are adopted by reference and
incorporated as if fully set forth in this Section.
Section 2, The DDA Board of Directors approves the Miami Downtown Development
Authority FY 14-15 Annual Report in accordance with City Code Section 2-890-892.
PASSED AND ADOPTED, this Wh day of December 2015.
ATTEST:
1�
Madelyne IMybourn
Secretary to the Board of 6rectors
Board Meeting: 12/18/2015
Reso# 28-2015
"�izuqmw ON1. "00
DOWNTOWN DEVELOPMENT AUTHORITY THE DDA
BOARD OF DIRECTORS ATTENDANCE LOG 2015
* Dank Klein designed 05/15/2015
* * John Guitar —Appointed to complete Hank Klein's Term
No
No .:
No
Meeting
Meeting:
Meeting
NAME
JAN 16
F EB:20
MAR 20
APR 17
MAY 15
JUNE 19`
JULY 17.
AUG
NO
SEF 18
OCT 16
NOV 20
DEC 18
2015
2015
2015.
2015
2015
2015
2015
AIEE`i'M
2015
2015
2015
2015
Com. Ken Russell
YES
Com. Marc D. Sarnoff
YES
YES
YES
YES
YES
YES
YES
NO
Elvin West
YES
YES
NO
NO
YES
NO
YES
YES
Neisen Kasdin
YES
NO
NO
YES
NO
YES
YES
YES
Com. Bruno Barreiro
NO
YES
YES
YES
YES
YES
YES
NO
Jose Go es
YES
YES
YES
VIA PHONE
NO
YES
YES
NO
Jerome Hollo
NO
YES
NO
NO
NO
YES
NO
YES
Kim Stone
NO
YES
YES
YES
YES
NO
YES
NO
Alicia Cervera
YES
YES
NO
NO
YES
NO
NO
YES
Julie Chimes
YES
YES
YES
YES
NO
YES
NO
YES
**John Guitar
YES
NO
*Hank Klein
YES
YES
YES
Nitro Motwani
YES
YES
NO
YES
NO
YES
YES
NO
Richard Lydecker
YES
NO
YES
P
NO
YES
YES
NO
VIA HONE
Alan Ojeda
YES
NO
YES
YES
YES
YES
NO
YES
Dant Linares
YES
YES
NO
YES
YES
YES
YES
YES
Dr. Rolando Montoya
YES
NO
YES
YES
NO
YES
NO
YES
* Dank Klein designed 05/15/2015
* * John Guitar —Appointed to complete Hank Klein's Term
ANNUAL REPORT
FY 2014-2015
For submittal to the City of Miami
By January 15, 2416
991M 1AM I DDA
DOWNTOWN DEVELOPMENT AUTHORITY
Miami Downtown Development Authority
ANNUAL REPORT
` For submittal to the City of Miami
January 15, 2016
CONTENTS
• Purpose
• Serving Community Needs
• Board's Major Accomplishments
• Board Organization
• Annual Budget -- FY 14-15
• Exhibit — DDA Board Members 2014-2015
Page 2of5
MIAMI DDA ANNUAL REPORT
Purpose
1. Is the Board serving the purpose for which it was created?
The City of Miami, pursuant to Chapter 14 of the City code, authorized
the Miami Downtown Development Authority (DDA) to provide
planning and implementation services for the economic development and
revitalization of downtown.
The mission of the DDA is to work with the City, County and other
public and private stakeholders to make downtown the most livable
urban area in America and strengthen its position as the region's center
of commerce, culture and tourism.
The DDA Board is serving the purpose for which it was created.
Serving Community Needs
2. Is the Board serving current community needs?
Yes, the Miami DDA supports the community's needs through:
• Downtown advocacy and policy initiatives
• Master planning and implementation coordination
• Enhancing services offered by the City of Miami, Miami -Dade County
and other govennnent agencies
• Supporting the private sector's lead in developing Downtown Miami as a
2417 community
Board's Major Accomplishments
3. List of Board's major accomplishments.
See attached "Annual Report" for Board accomplishments.
Board Organization
4. Are there other hoards, either public or private, which would better serve the function of
the Board?
No other Board has the breadth and depth of relevant experience and
networks to serve the mission and function of the Miami DDA (see attached
listing of board members).
Page 3 of 5
5. Whether the ordinance creating the Board should be amended to better enable the board
to serve the purpose for which it was created?
We are pleased with the functionality of the Board and feel that there are no
amendments required at this time.
6. Whether the Board's membership requirements should be modified?
The current membership requirements for the Miami DDA Board of
Directors give the Miami DDA relevant experience and networks for
effective governance.
Annual Budget FY 14-15
7. The cost, both direct and indirect, of maintaining the Board?
Estimated Revenues
Ad Valorem Tax Levy
Other Revenue
Total Sources
Fund Balances/Reserves
Downtown Development Regional
Impact (DRI) Funds
Total Revenues and Balances
Use of Funds
Agency Operating Expenditures
Capital huprovements, Urban Design,
Transportation & Services
Signage & Wayfinding
Economic Development, Marketing &
Technology
Strategic Partnerships & Sponsorships
Subtotal
Fund Balances/Reserves
Downtown Development Regional
Impact (DRI) Expenditures
GENERAL DRI
TOTAL ALL
FUND FUND
FUNDS
2,363,461
6,417,242
6,417,242
1,500,000
1,500,000
7,917,242
7,917,242
1,535,980
1,535,980
315,000 315,000
$9,453,222 $315,000 $9,768,222
1,152,860 1,152,860
2,705,435
2,705,435
1,485,000
1;485;000
2,363,461
2,363,461
950,400
950,400
8,657,156
8,657,156
796,066
796,066
315,000
315,000
Total Expenditures, Reserves
and Balances $9,453,222 $315,000 $9,768,222
Page 4of5
Exhibit
DDA Board Members
Commissioner Marc D. Sarnoff, Chairman
City Commissioner, District 2 1 City of Miami
Neisen Kasdin, Vice -Chairman (State Cabinet Representative)
Shareholder, Real Estate Department I Akerman LLP
Alvin West, Treasurer
Senior Vice President & CFO I Greater Miami Convention & Visitors Bureau
Commissioner Bruno A. Barreiro (County-Corninission Representative)
County Commissioner, District 5 1 Miami -Dade County ^T
Alicia Cervera Lamadrid
Cervera Real Estate
Jose Goyanes
Owner I Metro Beauty Center
Julie Grimes -- - -- — -
Doubletree Grand Hotel
Jerome Hollo
Vice President i Florida East Coast Realty
Bank Klein — Resigned May 15, 2015
Senior Vice President I Blanca Commercial Real Estate
Danet Linares
Senior Vice President I Blanca Commercial Real Estate
Richard J. Lydecker
Partner I Lydecker-Diaz
Dr, Rolando Montoya
Provost Miami Dade College I Wolfson Campus
Nitin Motwani
Managing Director I Miami Worldeenter Group, LLC
Alan Ojeda
CEO I Rilea Group
lcm Stone
Executive VP & GM I The Heat Group
Page 5 of 5
01itUi af Alit'UllU'l farflorn
TomAs R RLGALAoo
PAAYCJF�
TO: IDamniel All!fonso', 0ty Manager
FROM: Tornas Regalado, Mayor
CC: Todd Hannon, City Clerk
Date: December 30,20115
REF: Mayor's International Councill
Miarni City Manager aind Miamii City Clerlk:
3500 f -"^N ANCERICAN UWVC
M � A 1A V, Fk to re I rA A,"3
�305) 250.5300
rAX (30W 8511-4001
As, Iger Code Section 2-890, 1 am, SUbmitting, an aininuiall written report that 1I will present also in, an, orM way
to the City Corr)rnission,
As Chairman of the Milayor's International Council, I am honored to report that this, IB,oard is serving the
purpose for which i,t wais created, and is serving currenit cornmunity, needs.
DUring, 2015, the Miaiyor's International Council took extraordinary steps to promote the City o'f Miami in
the vworldi and was host of several delegations frorn Sister Cities in different countries,.
During 2015, the City and the Board hosted several delegations:
-the governor of the province of Caildas in Colombia
-the mayor of Pereira in Colornbia, City that we have a Friendship, City Agreement
-the director of the airport of Pereira, Colombia,
-a delegation of students from Kagoshima, J'a'pan,
-,a delegatin from Spain
As Chairman and accompanied by a Board mernber, we visited Spain to re -start the Sister City relatjonshpp
with Miadrid and: ryiet the new Mayor of Madrid. There are different projects thiat willi be accomplished in,
2016 between Miairni and h"w adrid.
We also visited Malaga, Sevilla aind Marsella, and signed Cooperaflon Agreements with the Mayors and
COUnclp members, of those cities.
We, expect visits to Kairrij of the Mayors of Malaga and Marbella in 2016.
rTI
C*�
j—
CD
As, Iger Code Section 2-890, 1 am, SUbmitting, an aininuiall written report that 1I will present also in, an, orM way
to the City Corr)rnission,
As Chairman of the Milayor's International Council, I am honored to report that this, IB,oard is serving the
purpose for which i,t wais created, and is serving currenit cornmunity, needs.
DUring, 2015, the Miaiyor's International Council took extraordinary steps to promote the City o'f Miami in
the vworldi and was host of several delegations frorn Sister Cities in different countries,.
During 2015, the City and the Board hosted several delegations:
-the governor of the province of Caildas in Colombia
-the mayor of Pereira in Colornbia, City that we have a Friendship, City Agreement
-the director of the airport of Pereira, Colombia,
-a delegation of students from Kagoshima, J'a'pan,
-,a delegatin from Spain
As Chairman and accompanied by a Board mernber, we visited Spain to re -start the Sister City relatjonshpp
with Miadrid and: ryiet the new Mayor of Madrid. There are different projects thiat willi be accomplished in,
2016 between Miairni and h"w adrid.
We also visited Malaga, Sevilla aind Marsella, and signed Cooperaflon Agreements with the Mayors and
COUnclp members, of those cities.
We, expect visits to Kairrij of the Mayors of Malaga and Marbella in 2016.
Report
Decernber 30�, 2015
Page 2
We
also traveled to Kagoshima, Japan for the 25"1 anniversary orf the Sister Cities r6ationship, We were
hosted by Mayor Mired and the City Council of Kagoshima. Mayor Mori is expected to visit Miami in 2016,
On December 9101, the Mayor's lnternafioinal Council and Miairni Dade CoNege hosted a holiday event for
the Consular Corps, the only one of this two in South Floricla, with, a full attendance of all 35 Con,sul�ar
Corps delegation.
The Board also started a process to create a Sister City relationship with the City of Nazareth in Israel.
As per direction of the, Board, the Miami international Foundation was created to, mirror the one in tile
Oty of Coral Gables, The rnission, of this Foundation willl be to raise private funds, to promote Miami in the
world and to host delegations that will be visiting our City',
m
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g'USE
i.i�SerYP•z:[fipL.a.2r�3�,ury iir�vsdxlircrksWcf i'eu�st
TO: Todd B. Hannon
City Clerk
FROM, Blaine H. Black, President/GEC
Liberty City Community Revital
DATE: January 13, 2016
RE: Annual Board Report
Pursuant to City Code Sec. 2-890 (Annual report of City boards and committees), the Liberty
City Trust Board of Directors is comprised of five (5) members that include one (1) youth
member. The Board has actively engaged in ensuring that the Liberty City Trust keeps the
mandate of the agency's mission for which it was formed. The Board engages in maintaining
the fiscal .integrity of the agency's operations and records, and the needs and desires of the
community it serves. Its vision is to empower those who five, learn, work and play in Liberty
City. We are transforming a distressed, high -poverty community into viable, mixed income and
sustainable neighborhood with access to well-functioning services, high quality public schools
and education programs, high quality early learning programs and services, public assets,
public transportation and improved access to jobs, The following information addresses
concerns whether the board is serving the purpose for which it was created and is serving
current community needs.
In 2015, each board member participated in developing a strategic plan to move the mandate of
the agency's mission. One of the focal points of the strategic plan is to stimulate investments in
small businesses, The Liberty City Trust received funding that was secured from Bayside
Market.Place LLC to support economic development opportunities in the Liberty City area. A
request for proposal was issued and proposals were received; however, no funds have been
awarded to date.
The Liberty City Trust partners with local agencies to facilitate the development of affordable
housing through homeownership, rental and supportive housing, Over 12 Homebuyer
education classes have been conducted to train and motivate potential buyers with the tools
they need to become homeowners. In addition, we continue to work with other local social
service agencies, churches and community organizations to ensure consistency of quality
services delivered to the youth and senior citizens within the community:
There is no other Board, either public or private, which would better serve the function of the
Board. This Board is unique in that its members are knowledgeable about the community and
they each bring their skills, talents, and access of resources that can benefit the Liberty City
Trust and the area in which its serves,
The cost, both direct and indirect, of maintaining the board is basically born by the Hoard
Members themselves. There was no direct cost in 2Q15.
m
C11 Y �OF MIAMI, FLOF'HDA
IN ['Il ��-l° i i III EMORANE)UM
Daniel J, All'onso OA I L January 12, 2016
City Manager
2015 Annual Report, for the
Housing & Commercial Loan
George Men Ir"'ctor— Committee Mejuber
M-11FERENOFS,
EI'K','LOS� MES:
Per City Code See. 2-890, please find attached the 2015 Annual Report for the Housirig and
Commercial Loan Corrunittee.
G M/mb
4 IL E �
CED16026
HOUSING & COMMERCIAL
LOAN COMMITTEE
("HCLC99)
f °\� \� \ \\� \� \ .
Department of Community and Economic Development
HOUSING AND COMMERCIAL LOAN COMMITTEE
Committee Background
The Housing and Commercial Loan Committee ("HCLU) was established by the City ofMianri
Commission through Ordinance 1303O for the purpose of approving or disapproving certain 110USilIg
and commercial loans and/or grants provided by the City of Miami through the Community
Development Block Grant ("CE)BG"), Home Investment Partnership ("HOME"), State Housing
Initiatives Partnership ("SHIP"), and Housing Opportunities for People With AIDS ("HOPWA")
programs. The City Commission vested certain authorities in the FICLC, including the power to
approve or reject loan applications for funding affordable housing and commercial projects, as well
as related transactions including subordination agreements, loan restructuring plans, and/or loan
repayment plans.
Florida Statute ("FS,") Chapter 420,9076 requires that municipalities participating in the SHIP
program appoint an At'fordable Housing Advisory Committee. In order to minimize the number of
committees assisting the City of Miami in its housing efforts, the, City Conirnission approved
Resolution 9 10-0239; which established the HCLC. The structure of the committee, as approved by
the City Commission is as follows:
• One chairperson nominatedby the Mayor and, appointed by city conimission-,
• One member who is actively engaged. in the residential home building industry in
connection with affordable housing;
• One member who is actively engaged in the banking or mortgage banking industry in
connection with affordable housing;
One member who is a representative of those areas of labor actively engaged in home
building in connection with affordable housing;
• One member who is actively engaged as an advocate for low-income persons in
connection with affordable housing;
• One member who is actively engaged as a for -prole provider of affordable housing;
• One member who is actively engaged as a not-for-profit provider of affordable housing;
• One member who is actively engaged as a real estate professional in connection with
affordable housing;
• One member who resides within the city limits of the city;
• One member who represents employers within the city-,
• One tnernber who represents essential services personnel, as defined in the local housing
assistance plan; and
• Two members from city adyninistration nominated by the city manager and appointed by
city corrimission. One of these two members shall actively serve on the city's planning
department.
2
Commiltee Members:
Bill Rammos - Chairperson
Rami -nos Holdco, Inc.
B. Yvonne Debesa - Vice -Chairperson
Sun State Bank
.aures Angleton
AEGIS FinSer,v Corp
Kevin I.- Deeb
Deeb Law Firm, P.A.
Ben Fernandez
Bescon Radell & Fernandez
Gregory Gay
City of Opa-Locka.
Stephen Johnson
Lydecker / Diaz
Allan J. Hall
Retired
Jose Fernandez
City of Miarni Finance Department
Christoper Brimos
City of Miami Planning Department
Tristel Reyes
Primer International Properties, Inc,
3
Boas Purpose
The HCLC exists for the purpose of serving as (1) the Affordable Housing Advisory Coininittee
required by, the Florida SHIP program; (2) approving or disapproving housing and commercial loans
and/or grants to be provided by the City of Miami through any funds administered by the department
of Community and. Economic Development; (3) providing oversight and ongoing recommendation
on affordable housing issues; and (4) performing such other duties and responsibilities relative to
al"t"ordable housing and small business development as may be set rorth herein or incident thereto.
Recommendations are provided. to the Committee by Community and Economic Development staff
and are evaluated by the HCLC based on the project's financial feasibility, necessity of the request
to assure project completion, and other related criteria. All projects must be recommended by staff
before the Committee members may consider it,
The following tables show a summary of the major actions taken by the I ICLC in FY 2014-2015,
In FY 2014-2015, the HCLC approved funding allocations totaling $5,690,000,00, This amount
reflects funding for new projects as well as increases in previously approved funds.
Current Community Neetiv
Community needs are ascertained through neighborhood public hearings that are held as part of the
Citizen Participation Plan requirement. As a result of those hearings, the City of Miarni compiled
the following high priority needs:
• Neighborhood Preservation
• Preservation and. New Construction of Affordable 1 -lousing
• Mixed Use/fticorne Redevelopment
In approving staff:" recommended projects, the '14CLC seeks to implement the Consolidated Plan's
housing policies which are intended to preserve affordable housing opportunities for low and
moderate income residents. The objective is to create a chain reaction that will preserve the historic
and social character of low income neighborhoods while raising living standards and creating
opportunities for economic growth. Following this philosophy, the 14CLC has been instrumental
in authorizing financing for�:
Construction of New ental Units: Increase the inventory of affordable rental housing
in the city by encouraging the construction, of new rental units. The HCLC continues to
approve financing project costs for site development and hard and soft construction costs.
Construction of New Homeownership Units: Increase the supply of affordable
horneownership Units through new construction, The focus is creating affordable
homeownership opportunities for low and moderate income families, and individuals. This
is achieved by financing project costs associated with the development of affordable
housing units and by providing hard and soft construction firiancing and pernianent
financing.
FICLC approved projects are concentrated in City designated. Neighborhood Development Zones
("NDT"). By concentrating mixed income projects in the NDZ's, along with the int"rastructure
improvements needed to support, such projects, the HCI,C is attracting private sector investment into
these areas as well.
5
Hqjor A cconiplish n ien ft
A Dumber ol" projects approved by HCL C in previous fiscal years were still tinder construction in
FY 2014-2015. These prQjects total 159 housing units, rental and ownership, pending conipletion;
with direct funding totaling $9,015,152.00.
....................
Coniparable Boat -ds
There are no other boards, public or private, that would better serve the ftinction of the HCLC.
The COMMittee was created in response to a U.S. Department of Housing and Urban Development
Inspector General's report citing concerns with the City of Miami's loan underwriting procedures,
Over the past decade, the HCLC has evolved according to the City's increased commitment to
coninitinity and affordable housing development. The HC LC is the only corrimittee empowered by
the City of Miami to approve or disapprove certain housing and commercial loans funded by federal
and local funds such as CDBG,.HOME, HOPWA and State of'Florida SHIP funds. Furthermore,
the HCL.0 is the only committee empowered to review PrCViOLISly approved projects, set and amend
project timelines, and de -obligate under- or rton -perform in g projects. The authority vested in the
committee sets it apart from community organizations and advisory boards that serve strictly
advisory positions.
Another ujiique feature ofthe HCLC is its dual purpose, Because the I-1CLC administers SHIP funds,
it also serves as the Affordable Housing Advisory Committee mandated by F, & 420,9076
Cominittee Costs
Members of the HCLC serve in a non -compensated, volunteer capacity. Administrative support is
provided by Department of Community Development staff".
The Committee meetings have been held intiami City Hall Commission Chambers since June,
200T The Comn-fittee is not charged any fees to use this fficility.
Federal regulations governing CDBG and other HUD programs require that participating
Jurisdictions provide citizens with reasonable notice of, and an opportunity to comment on,
amendments to the 2015-2020 Consolidated. Plan. As such., HCLC meetings are required to be open
to the public, and notice of the meetings must be adequately published. The DCED publishes notices
of I-ICLC'meetings in the Miami Herald. Publishing costs for FY -2014-2015 totaled approximately
$7,844.K
A professional transcriber hired from Downtown Reporting, LLC and Kresse and Associates attends
the meetings and produces an, official transcript for accurate record keeping purposes and, when
requested, for public review with an approxiinately cost of` $1,736,78,
January 7, 2016
Daniel J. Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
RE: 2015 Historic and Environmental Board Annual Report
Dear Mr. Manager:
The Historic and Environmental Preservation Board is pleased to present this annual
report in satisfaction of City Code Section 2890-892, specifically responding to the
following questions:
Is the board serving the purpose for which it was created?
The Historic and Environmental Preservation Board (HEPB) is the City's authority on
historic preservation and environmental matters for designated historic resources and
historic districts. The board has fulfilled its responsibility under Chapter 17, Chapter 23,
and Chapter 62 of the City Code. Throughout the year, at the monthly HEPB meetings,
the Board has reviewed applications for Certificates of Appropriateness for alterations to
designated historic sites and districts, and tree appeals regarding intended decisions to
remove trees throughout the City. The Board also has the authority to review Certificates
to Dig for major ground -disturbing activity in archaeological sites and zones, and
Certificates of Approval for tree removal or construction activity in an Environmental
Preservation District or Scenic Transportation Corridor.
This year the Board designated one historic district and six historic sites based on criteria
set forth in the Historic Preservation Ordinance (Chapter 23). The Board also reviewed
and approved seven Ad Valorem Tax Exemptions applications, one parking waiver and
one setback waiver to allow for the rehabilitation of historic buildings. In addition, the
Board has advocated for preservation through its ongoing discussions regarding historic
properties that have been placed on the Unsafe Structures list and how to better enforce
the City's Demolition by Neglect Ordinance.
Is the board servinq current community needs?
The HEPB is responsive to community needs by addressing petitions for construction
activity in Historic Sites and Districts, Environmental Preservation Districts, Scenic
Transportation Corridors, and Archaeological Conservation Zones, balancing the need
for progress with the need to preserve Miami's heritage. The Board responds to requests
by neighborhood associations and interest groups for historic designation of sites and
districts. It also is the official board for all of the City's tree removal permit appeals.
The HEPB has worked diligently this year to address the evolving needs of the City's
designated resources. Demolition without a permit, Demolition by Neglect, and Unsafe
Structures violations are threatening the integrity of many historic resources and historic
districts, impacting property values for the surrounding neighborhood and putting the
City's existing constructed heritage at risk. The Board has directed staff to enforce current
policies and procedures for Demolition by Neglect and Unsafe Structures and to
coordinate with Code Compliance and the Building Department. The Board has also
directed staff to make strategic updates to current policies to better address these threats
to designated places.
A list of the board's major accomplishments:
During 2015, the HEPB held 11 meetings and made a total of 105 resolutions for the
following items:
1. Six preliminary reviews to designate historic resources
0 402 NW 12 Avenue
0 3529 St. Gaudens Road
0 3547 St. Gaudens Road
0 14 NE 1 Avenue
0 1836 Biscayne Boulevard (Expansion of First Church of Christ Scientist)
0 Bay Oaks Home for the Aged (Multiple Addresses)
2. Six final historic resource designations
0 402 NW 12 Avenue
0 3529 St. Gaudens Road
0 3547 St. Gaudens Road
0 14 NE 1 Avenue
0 1836 Biscayne Boulevard (Expansion of First Church of Christ Scientist)
o Bay Oaks Home for the Aged (Multiple Addresses)
3. One preliminary review to designate a historic district
o Riverview Historic District
4. One final historic district designation
o Riverview Historic District
3. Three preliminary amendments to historic districts
o Palm Grove Historic District
o MiMo Historic District
2
o Riverview Historic District
4. Two final amendments to historic districts
o Riverview Historic District
o Bayside Historic District
5. Seventy-two Special Certificates of Appropriateness for alterations to historic
resources and districts
6. Four Ad Valorem Tax Exemption Pre -Construction Applications (Part 1)
7. Three Ad Valorem Tax Exemption Post -Construction Applications (Part II)
8. One parking waiver for a historic resource
9. One setback waiver for a historic resource
10. One exception for a historic resource
11. Three Tree Removal Permit Appeals
12. One Certificate of Approval
13. Six special directives to staff
Is there any other board, either public or private, which would better serve the
function of the board?
No other City board members have the professional knowledge and experience in the
fields of history, architecture and planning to review projects pertaining to the Secretary
of the Interior's Standards for the Treatment of Historic Properties and the City's
environmental preservation and archaeological criteria. The HEPB continues to meet the
City's goal of creating a vibrant world class city and delivering an objective review of
proposed projects within these sensitive historical, archaeological, and environmental
areas.
Should the ordinance creating the board be amended to better enable the board
to serve the purpose for which it was created?
There were several revisions to Chapter 23 of the City of Miami Code of Ordinances; the
process by which properties are nominated to be evaluated for designation was refined;
certain uses in the Miami Modern/Biscayne Boulevard Historic District were restricted; the
multiplier used in the Transfer of Development Rights calculation was enhanced to
created more of an incentive for property owners to participate; the language that allows
the Historic and Environmental Preservation Board to grant waivers to certain zoning
provisions in an effort to further the preservation of the City of Miami's historic resources
was refined; and the section of Chapter 23 entitled "Signage" was also amended to clarify
3
the definition of district marker signs, and to exempt district marker signs from certain
requirements.
Should the board's membership requirements be modified?
The City of Miami was designated a Certified Local Government (CLG) by the State of
Florida in 1986. The program was initiated by the Congress to transfer some of the federal
government's responsibilities to qualified local governments. In order to become a CLG,
the unit of government must meet strict standards of performance, records maintenance,
and perhaps most importantly, the professional composition of the historic board in
reviewing applications. The CLG regulations call for the membership to include
professional members from the disciplines of architecture, history, architectural history,
planning, and archaeology. The City of Miami's requirements for membership on the
HEPB follows this mandate, however it would be prudent to require an archaeologist to
serve on the Board, a position that is not currently listed as required.
What are the costs both direct and indirect of maintainin the board?
A conservative estimated cost of $20,000 per year.
Should you need further information, please contact me through the Planning and
Zoning Department, Historic Preservation Section at 305416-1416.
ce -
- - -peer, Ph.
Chairperson
Respectfully submitted this 7th day of January 2016.
4
2015 Health Facility Authority Board Report
The Health Facility Authority ("HFA") has been active since February, 1979. The
HFA meets on an as -needed basis to assist health facilities in the acquisition,
construction, financing, and refinancing of projects within the geographical limits
of the City of Miami, (the "City").
1. Whether the board is serving the purpose for which it was created.
Response:
The HFA has met whenever the need arises to assist health facilities,
within the geographical boundaries of the City, in the acquisition,
construction, financing, and refinancing projects.
2. Whether the board is serving current community needs.
Response:
Working collaboratively with the City's administration and the elected
officials, the HFA has been able to strengthen the City's health provider
community over the years on an as -needed, as -requested basis.
3. A list of the board's major accomplishments.
Response:
Previously, the HFA has assisted with multiple health care facility
financings for the Miami Jewish Home and Hospital for the Aged and for
Mercy Hospital during its not-for-profit days. As stated above, the HFA's
primary role is to assist health facilities in the acquisition, construction,
financing, and refinancing of projects within the geographical limits of the
City. Over the last year, no health facility approached the City for
assistance. Consequently, the HFA did not meet.
4. Whether there is any other board, either public or private, which could
better serve the function of the board?
Response:
Not at this time.
5. Whether the ordinance creating the board should be amended to better
enable the board to serve the purpose for which it was created?
Response:
Not at this time.
6. Whether the board's membership requirements should be modified?
Response:
The HFA has not had any recent appointments. Consideration should be
given by the City Commissioners to review the historical membership rolls
and consider reappointments or new appointments.
7. The cost, both direct and indirect, of maintaining the board.
Response:
The HFA only meets when needed. Their recommendations, ideas, input,
assistance, and accomplishments historically for Mercy Hospital and for
the Miami Jewish Home and Hospital for the Aged have greatly benefitted
the community and have exceedingly outweighed any costs to the City.
During previous health care facilities financings in later years, the HFA has
charged to the health facilities requesting financing an administrative fee
to cover the City's costs.
Nsso—�'
Eli M. Feinberg
PFUSIDENT
Daniel iJ. Alfonso, City Manager
City of Miami
3500 Pan Ame6can Drive
Miami, Florida 33133
Dear Mr. Alfonso:
Pursuant to City Code Sec 2-890-892, enclosed You Will find the Finan -M
III
Committee's 2015 Annual Report foir City of Miami Boards and Committees. N
Should you have any qUestion s, please feel free to contact me at (305) 661-
3822,
Sincerely,
Eli M. Feinberg
Finance Committee Chairman
c, To B, Hannon, City Clerk, City of Miami
ENI F & N�vau iwo, hoc Con!�nlfanvi
6761 SAV 890i'Tcifaox, Mann, flrx'ida 33156 Cd305/904-2823 fax 305/670-484'2 E -mad,
Lzd
Eli M. Feinberg
PFUSIDENT
Daniel iJ. Alfonso, City Manager
City of Miami
3500 Pan Ame6can Drive
Miami, Florida 33133
Dear Mr. Alfonso:
Pursuant to City Code Sec 2-890-892, enclosed You Will find the Finan -M
III
Committee's 2015 Annual Report foir City of Miami Boards and Committees. N
Should you have any qUestion s, please feel free to contact me at (305) 661-
3822,
Sincerely,
Eli M. Feinberg
Finance Committee Chairman
c, To B, Hannon, City Clerk, City of Miami
ENI F & N�vau iwo, hoc Con!�nlfanvi
6761 SAV 890i'Tcifaox, Mann, flrx'ida 33156 Cd305/904-2823 fax 305/670-484'2 E -mad,
The Finance Committee has been active since August 9, 1999, and generally meets every
month to discuss matters that may have a financial impact on the City of Miami, The Finance
Committee also holds special item meetings as needed from tirne to time by the City. Over the
past several years, the Finance Committee members have made many beneficial
recommenoations, many of which have been implemented by the, City,
1, Whether the board is serving the purpose for which it, was created.
Response:
The Finance Cornmittee has actively worked with the City's administration to further
strengthen the City's investments, debt management, and other financial related polices.
It is also responsible for reviewing and recommending the Collective Bargaining
Agreements ("CBA") for all City Unions. Additionally, it reviews and recommends all
indebtedness and refinancing of the City. Collectively, these contributions along with
policies established by the administration, and the City Commission have contributed to
improved credit ratings by rating agencies from time to timie. An example of this, was
revising and updating the City's Debt Management Policy.
2, Whether the board is serving current community needs,
Response:
Working collaboratively with the City's administration and the elected officials, the
Finance Committee has, been able to recommend policy changes that strengthen the
City's oversight and management of its investments, These changes will enhance the
City's liquidity, and rninimize risk and exposure while maintaining or improving the
expected return on the City's investments. During this year, three Finance Committee
Members served on the evaluation selection committees for the selection of the City"$
Parking Surcharge Administrator, and one Finance Committee member for Actuarial
Services, Additionally, four Finance Committee members, will serve on the evaluation
selection committee for the City's Bond Underwriting Services,
3. A list of the board's major accomplishments,
Response:
Reviewed and recommended for approvals for the State Clean Water Revolving Loan
Fund Financing of the Wagner Creek/Seybold Canal Project
► Reviewed and recommended the Limited Ad Valorem Refunding Bonds Series 20115,
which refunded the Homeland Defense Series 2002 and Series 2007 Limited Ad
Valorem Bonds. This refinancing will save the City approximately $7.8 miilliors (net
present value} over the life, of the bonds without extending maturity dates
* Recommended approval to amend the, City of Miami's Debt Management Policy
Recommended approval of the settlement of the contract re -opener with AFSCME
Sanitation Employees (Local 871)
• Reviews the City's outstanding investments on monthly basis
Reviewed extensively and recommended amendments for the City's Investment
Policies
Worked with both the Police and Fire Departments to gain an understanding of the
reasons how overtime incurred, how it is managed, and the steps taken to reduce
overtime costs currently and in the future
4. Whether there is any other board, either public or private, which Could better serve the
function of the board?
5. Whether the ordinance creating the board should be amended to better enable the board
to serve the purpose for which it was created?
Response:
The Finance ComrnMee was created by multiple resolutions over time. An ordinance to
codify its multiple responsibilities will be forth coming to the City Commission in 2016,
6. Whether the board's membership requirements should be, modified?
Response'.
Not at this time,
7, The cost, both direct and indirect, of maintaining the board.
Response:
The Committee meets monthly for approximately two hours, Their recommendations,
ideas, input, and accomplishments exceedingly outweigh any costs to the City,
'Moreover, their leadership has led to contributions which have financially benefited the
City, Additionally, as stated above, often times the committee members volunteer their
additional time and participate on evaluation selection committees, The City's
procurement process is enhanced by the members' broad, diverse, and extensive
professional knowledge and experience.
BUSINESS
IMPROVEMENT
DISTRICT
WYNWOOD
January 14, 2016
Honorable Daniel J, Alfonso
City Manager
City of Miami
444 SW 2nd Avenue, 10"' Floor
Miami, Florida 33130
RECEIVED
2016 JAN 15 AM 9: 42
OFFICE OF THE CITY CLERK
CITY OF MIAMI
We are pleased to share with you the 2015 annual report on behalf of the Wynwood
Business Improvement District ("BID") Board of Directors ("Board").
As you know, Wynwood BID was formed in 2013 as a municipal board of the City of
Miami government, with BID property owners comprising its Board of Directors and
representing approximately 400 property owners throughout the 50 -city block
community. Our organization works to help the neighborhood achieve its full potential as
a vibrant community for all that is centered on creativity, innovation and art.
The BID had a robust year of accomplishments and continues to lead Wynwood's
renaissance by providing enhanced services including security, sanitation, master
planning, marketing, and community development at levels far beyond those provided by
local government. Significant achievements from the Wynwood BID in 2015 include:
Miami's First NRD plan: The Wynwood BID led an effort, in partnership with the
City of Miami Planning Department and PlusUrbia, to create the City of Miami's
first Neighborhood Revitalization District plan. The NRD Plan sets forth new
zoning regulations for Wynwood that will encourage new, mixed-use residential
and office developments, create dedicated funding for neighborhood
improvements, promote pedestrian -focused streets and preserve the area's
unique artistic and industrial character. The plan has received national accolades
from the American Planners Association, because of its forward -thinking nature;
involvement of property owners who took the initiative to plan for the future of the
neighborhood responsibly; and many smart development components to improve
the quality of life in the area.
• Strong fiscal performance: The BID operated within its set budget and
successfully collected over 96% of its assessments.
• Improved safety and security services: Our continued partnership with City of
Miami Police Department resulted in additional patrols and faster response times.
Off-duty Miami PD officers are routinely hired by the BID to provide additional
coverage in the area. This partnership resulted in an estimated 7,614 hours of
additional security in Wynwood.
• Brighter streets: Public street lamps that are not working continue to be
reported on a routine basis to the appropriate government agencies and FP&L to
expedite their repair and keep the area's streets lit. Maintaining our streets well -lit
is key to increased safety throughout the neighborhood.
• Cleaner sidewalks and streets: The BID Clean Team works on a daily basis—
sweeping and removing trash and gum from sidewalks and public areas. In the
last year, these efforts yielded an additional 4,551 hours of sanitation services.
The Clean Team also provides information and maps to the thousands of visitors
who come to Wynwood each month, serving as ambassadors for the
neighborhood.
• Enhancing transportation and pedestrian experience: Working closely with
the City and Citi Bike, the BID facilitated the installation of four shared bike
stations in Wynwood. The BID is also working on bringing additional stations to
the neighborhood to continue to encourage alternative modes of transportation in
the area.
In addition, we worked with Miami -Dade County to fund and implement a free bus
service to Wynwood during Art Basel. Called the Art Express, the bus service
connected Miami Beach with Wynwood, Design District and Midtown. The goal
was to help alleviate traffic during this very busy time, as well as make it easier
for visitors to the get to Wynwood, a major hub during Art Basel.
• Neighborhood Beautification: The BID funded and coordinated the mulching of
all the tree pits along major corridors North Miami Avenue and NW 2nd Avenue.
We also worked with the City and County to remove the unsightly barricade
between Wynwood and Overtown, promoting connectivity between the two
neighborhoods and better flow of traffic.
• An Advocate for the neighborhood: The BID continued its positive and
productive relationships with City of Miami and Miami -Dade County government
officials and administrators to address issues raised by constituents.
The BID worked closely with the County, City and Metropolitan Planning
Organization (MPO) to move forward the plan create a Wynwood exit ramp off of
1-95. This past year, the MPO approved the creation of a study that is the first
step in making the exit ramp a reality.
• Visitors Guide Book: The BID developed the first -of -its -kind Wynwood Guide
Book for visitors to the area. Highlighting the many different art galleries, street
art, restaurants, and shops, the Guide Book serves a one-stop source for what to
do and see in the area. We will continue to update the Guide Book as needed so
that visitors have up-to-date information on the many great places in the
neighborhood.
• International marketing and advertising efforts: As part of the BID's efforts to
promote Wynwood, we placed several ads across local, national and
international websites, magazines, and newspapers designed to build awareness
and support our local businesses.
Media and press coverage: Over the last year, the BID launched a proactive
communications campaign, bringing on board a communications director to
develop and implement a comprehensive strategy, as well as manage incoming
inquiries. The first major initiative for the public relations campaign was focused
on the NRD Plan and yielded media coverage across all major local and regional
publications, including: Miami Herald, Nuevo Herald, South Florida Business
Journal, Daily Business Review, The Real Deal South Florida, Indulge Magazine,
and Curbed Miami. Outreach has also garnered national coverage including a
feature on the future of Wynwood in the New York Post.
Wynwood continues to grow and evolve as a center for art, culture, education, and
innovation. With a new zoning code, we also expect it to grow as a place where Miami's
creatives live, in addition to working and playing. The truth is that Wynwood has never
been stronger and better positioned for its future.
With all of this progress underway, the BID looks to 2016 with excitement and ready
to provide the enhanced services needed to continue to make Wynwood an international
destination and desirable neighborhood. We are grateful for your ongoing partnership
and look forward to continuing to work with you to realize the vision for Wynwood and
serve the people who live, work and enjoy the area.
Best regards,
Wyawood Business Improvement District
Tom Curltore
Executive Director
January 1, 2016
Daniel J. Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
R.E: Waterfront Advisory Board Annual Report (2015)
Dear Mr, Alfonso:
As chairperson of the Waterfront Advisory Board (WAB), and pursuant to City Code Sec. 2-890
regarding the annual report requirement of City boards and committees, I provide you with this
annual report for calendar year 2015.
Is the board serving the purpose for which it: was created?
The WAS was created to provide a public forum for the review and evaluation of issues related
to the use and development of city -owned waterfront property, consideration of waterfront
policy, and to be a sounding: board regarding major development and/or disposition of city -
owned waterfront property for its input and advice at the conceptual planning stage for such
development and/or disposition.
Unfortunately, while there is great interest and passion among active members of the WAB to
provide input and direction to the City Administration and City Commission: on matters within the
WAB's purview, the WAB is not being fully enabled to serve the purpose for which it was
created, pursuant to Chapter 29, Section 29-121, et seq. of the City's Code of Ordinances,
First, the WAB continues to suffer from inability to obtain quorum. Section 29-124 of the City's
Code currently requires attendance by at least 6 members to constitute a quorum. Due to poor
attendance record and non -appointment of new members to open seats on the WAB, in 2014,
five of the eleven meetings scheduled for the calendar year were either cancelled or
abbreviated due to lack of quorum. In 2015, seven of the eleven meetings scheduled for the
calendar year were cancelled or abbreviated due to lack of quorum. Lack of quorum limits the
ability of the WAS to serve the purpose for which it was created.
Second, the ordinance creating the scope/purview of the WAB sloes not make clear to the City
administration and relevant departments exactly which .items and when items should be brought
before the WAB for its review and input. One of the most important items in Chapter 29 is
ensuring that major disposition/development of city -owned waterfront property is vetted by the
WAS. in order to provide clarity and consistency and improve the effectiveness of the WAB, the
board gave direction at its December 8, 2015 meeting to the City Manager and Department of
Real Estate and Asset Management to bring any Requests for Proposals (RFPs) or other
relevant solicitations to the WAS for its review and input (i) at the "conceptual planning" stage
prior to the issuance of the formal solicitation to the public and commencement of the Cone of
(37064015;2)
Silence, and (ii) after recommendation of award and before any contract is scheduled and heard
by the City Commission in order that the WAB has the ability to provide input into the process
consistent with the purpose for which it was created.
Is the board serving current community needs?
The WAB serves current community needs when a quorum is present. The WAB has acted in a
professional manner in serving community needs by evaluating issues related to the use and
development of City -owned waterfront property and providing advice to the City Commission
relating to waterfront issues, Much of the value of the WAB continues to be the public forum it
provides for the presentation and discussion of development of City -owned waterfront property
and other public land that abuts the water —whether Biscayne Bay, the Miami River, the Little
River, or other navigable waterways within the City's boundaries.
What are the board's ma"or accom lishments?
Between January 2015 and December 2015, the WAB reviewed and evaluated the following
significant items:
Oversight regarding the completion and grand opening of Regatta Park;
® Review and consideration of current and pending improvements to Lummus Park;
• Review and consideration of current and pending improvements to Curtis Park;
• Provided a forum for presentation of concepts related to the Biscayne Line — for future
study, acquisition, and creation of a cohesive publicly -accessible baywalk from
downtown extending north
• Passed a motion for the City of Miami to conduct an economic impact study of the
Regatta Park use, as well.as.hotels, restaurants and other income generating uses of.
the facilities in contrast to the current uses along the west bulkhead of the Dinner Key
Marina; and
Passed a motion to recommend approval of the Request for Proposals (RFP) for the
Riverside Wharf.
Is there anv other board either public or private, which would better serve the function of
the board?
No, the WAB is charged with the responsibility to review and evaluate issues related to the use
and development of City -owned waterfront property and shall provide advice to. the Miami City
Commission concerning those issues and only such other matters as are referred to it by the
Clty Commission in regard to city or public land that abuts water.
Should the ordinance creating the board be amended to better enable the board to serve
the _purpose _for which it was created?
Yes, I recommend that the City Commission consider amending the existing ordinance by which
the board was created to provide more clarity to the City Administration on the nature and timing
of action items that should come before the board, in order to provide for more meaningful input
{37064015,2}2
by the board at the appropriate time(s) and thus allow the WAB to better fulfill its mission for the
benefit of the public and the citizens of the City of Miami.
Should the board's membership regy.l.reUlents be modified?
Yes, I believe the membership requirements should be modified in order that the quorum
reflects a majority of the "active" members in good standing who are regularly engaged and
attending meetings in compliance with the requirements imposed by the City's Code of
Ordinances.
The cost both direct and indirect,. of_maintainingthe board.
The City's Hearing Boards has been assigned to provide the WAB with administrative support.
A Hearing Boards Specialist prepares meeting minutes, maintains board correspondence, posts
meeting notices, files reports and performs other support functions, as necessary. WAB
meetings are televised through City of Miami television with the help from Office of
Communication and Internet Technology Department staff, who are present at every scheduled
meeting to assist with any broadcasting and technological needs that may arise. The City
Attorney's Office has also assigned one Assistant City Attorney to serve as counsel for the
board who is charged with attending monthly meetings to provide advice of counsel, The direct
cost of maintaining the WAB is approximately $21,150.00
Should you need further information, please feel free to contact me through the City of Miami's.
Hearing Boards Section at 305-418-1423.
Sincere
Steven J. Wernick
Chairperson, City of Miami Waterfront Advisory Board (WAB)
Respectfully submitted this 1 day of December, 2015
f 37064015;2 � 3
W!,
URBAN DEVER 0PHEN'T REVIEW BOARD
444 SW2" Avenue 311"dr Floor
Miaryti, FL 33130
Mr. Daniel Alfonso
City Manager
City Hall, 3500 Pan American Drive
Miami, FL, 33133 5595
RE: 2015 Anntial Report- Urban Development Review Board (t)DRB)
[)ear. It'. Nfonso:
"The Urban D lopment Revipw Board (UDRB) is pWsed to present this annuap report in satisfaction of
City Code Section 2-890, This year, 2015, the UDR B rriet 9 times and reviewed 29 projects,. The Board
gooks forward to continued service to the City of Miami as new S,pecial Area Plans and other significant
projects corne forward,
The Board offers the fokwing report specifically responding to the required questions per Section 2-890:
L IS THE URBAN DEVELOPMENT REVIEW BOARD SERVING -'rHE PURPOSE I W1110-1 IT WAS
CREATED?
Yes; The Urban Development Review Soard is a splecial review bloard that WnSiStS of professionals
privately practiicing in architecture!, landscape architecture, and urban design. 'The recommendations
from the UDRB assist the Director of the Planning and Zoning Department in reviewing the
architecture, landscaping, planning, and urban design aspects of proposed buildings and/or projects
that exceed 200,0100 square feet, or, as the Director deems necessary, In 2W5 the board has been
very active due to the voliume and complexity of projects submitted. The board pr,ovides a system of
checks and balances in the form of professional review and subsequent recommendations to the
Planning Directon, The planning Director utilizes comments from the UDRB when analyzing and
making final recommendations to be presented to the planning, Zoning and Appeals Board and the
City Commission,
2. Is,rHE URBAN DEVELOPMENT RMEW BOARD SERVING CURRENT COMMUNITY NEEDS?
Yes; The Urban, Devellopment Review Board provides a non-governmental professional technical:
review committee that we believe adds value for the residents of Miami to receive the highest
quality development and redevelopment opportunity possible,
3. A LIS"r, OF THE UmAN DEVELOPMENT REVIOARD'S MAJOR ACCOMPLISHMENTS:
In 2015, the UDR B reviewed and provided recornmendations on 29 projects. It is anticipated that
the VOIUrne of projects that will be reviewed by the UL" RB in 20l6 will either remain consuint or
increase in 201 &
4. IS ANY OTHER BOARD, EITHER PUSLiC OR, PRIVATE', WHICH WOULD BETTER SERVE THE
FUNCTIONS OF THE URBAN DEVELOPMENT REVIEW ROARD?
No; no other City board has the professional knowledge and experience in the fields of architecture,
landscape: architecture, and planning to review projects for urban desngn criteria, The LJDRB
continues to meet the City's goal of creating a vibrant world class (ity and defivering an objective,
professional, and private sector review of proposed projects,
S. SHOULD THE ORDINANCE CREATING THE BOARD BE AMENDED TO BETTER ENABLE "rHE
BOARD TO SERVE THE PURPOSE FOR WWII WA iT WAS CREATED?
No. The Board continues to serve its role of independent review, analysis and recommendations of
proposed projects within the City.
6. SHOULDTHE BOARD'S MEMSERSHtP REQUIREMENTS BE MODIFIED?
No. The membership rquirervierits have produced appointed board members that are highiy
knowledgeable and experienced in their fields. As such, the membership requirements do not need
to be modified,
7. WHAT IS THE COST, BOTH DIRECT AND INDIRECT, OF MAINTAINING THE BOARD?
There are no direct costs of the UDRB to the City of Miami. The Board consists Of Volunteers in
their respected disciplines appointed by each cornmissioner, Indirect costs arising frorn the Pianning
and Legal staff assigned as liaison and admnistrative to the Board include -1 meeting preparation,,
review of applications, miscellaineous coordiriation, attending board meetings, writing resoludons,
and communicating with applicants, board rnerribers, and other ci!ty staff to facilitate the Urban
Development Review Board, The Planning Department stuff assigned to the Board also conducts
other responsibilities within the urban design division. Indirect costs for 2015 are estimated at
$ 6,872.91 (see attachment),
Thank you for the opportunity to present this report.
UDRB Chairnian
Attachrnenc Average Indirect Costs 20 15
CITYOF MIAMI
URBAN DEVELOPMEN T REVIEW BOARD
AVERAGE INI)IRECI' COSTS 20 15
MEETING PREPARATION, REVIEW APPLICATlONS, COORDINATION
Planning I.Jaison 4k hrs, x $33.89 x 9 rneebngs
Adminlstradve Support 0,5 hrs, x $ I 50 x 9 meetings
Subtotal
BOARD MEETINGS
$ 1220.04
I-- -78Z
$
1298,x'9
Planning Liasion 4 hrs. x $3189 x
9 meetings
$
1220.04
Planner 4 hr -s x $29kO x
9 rneetings
$
10400
Assistant. City Attorney (as needed) 2,5 lirs. x $75,0O x
2 meetings
375.00
Subtoml
$
263U,4
RESOLUTIONS, COMMENTS, COORDINATION
Planning Liaison 8,0 hrs., x $3189 x 9 meetings $ 244,0. 08
Planting Director 1,0 hrs. x $55.00 x 9 meetings
(Or Deftnecx,)
Subtotal $ 2935,08
TOTAL= $6872.91
January 15, 2016
Daniel J. Alfonso, City Manager
City of Miami
3500 Pan American Drive
Miami, FL 33133
RE: Sea Level Rise Committee Annual Report
Dear Mr. Alfonso:
As chairperson of the Sea Level Rise Committee (SLRC), and on behalf of its members,
please allow this to serve as our annual report pursuant to Section 2-890 of the City
Code.
Section 1: Is the board serving the purpose for which it was created?
Yes, the SLRC was created on February 26, 2015, pursuant to Resolution R-15-0072,
and began meeting on October 1, 2015 (at the time of filing this report, the committee
has had four meetings and one workshop). Its purpose is to recommend changes to
City policy to help the City better combat the deleterious effects of sea level rise (SLR).
We have had the opportunity to engage the public; host experts to speak on topics
related to SLR; and pass a number of resolutions in connection with the impacts of SLR
on our City.
However, I would like to request additional support from the City's Administration for the
SLRC to accurately investigate the various consequences related to sea level rise and
identify steps that the City might take to better adapt to its changing climate.
Specifically, the SLRC needs assistance from the City Manager's Office and the
Departments of Public Works, Building, Planning and Zoning to help:
• Evaluate provisions of the City Code and Miami21 that can be amended to
ensure development within the City accounts for SLR.
• Map and identify areas of the City most vulnerable to sea level rise or that are
targeted for increased development,
• Review state guidelines for developing adaptation action area designations
pursuant to Florida's Community Planning Act, and
• Establish a budget for the SLRC so that it might adequately investigate potential
solutions to the challenges posed by sea level rise.
Sea Level Rise Committee
2015 Annual Report
Page 2
In addition, I would like to request that representatives from the City Manager's Office
and the Departments of Public Works, Building, Planning and Zoning attend SLRC
meetings.
Section 2: Is the board servinq current community needs?
Yes, although the SLRC is a new committee, its meetings have usually been well
attended by the public and officials from other local governments. However, the SLRC
has only just begun the work necessary to help the City cope with the challenges of sea
level rise.
Section 3: What are the board's major accomplishments?
As a new informational, educational, and public forum committee, the SLRC has passed
the following resolutions, identifying important first steps in the City's efforts to adapt to
sea level rise:
• Mapping Tools: Resolution "to engage IT Dept., outside resources, as it relates
to mapping of flood prone and sea level rise areas that will be areas impacted by
sea level rise, to do an internal study and invite speakers to come to address the
committee.... "
• Information on Insurance & Re -insurance: Resolution to "collect as much
information from the administration and outside sources to analyze impending
increases in insurances over the next 10 years"
• More Cohesive Working Relationships between City Departments and the
Committee on Sea Level Rise: Resolution suggesting "to the administration and
the commission to have the various departments — building, planning, fire, public
works" to investigate SLR collectively and determine how to include relevant SLR
initiatives in the City Code to best design a more sustainable and resilient
community.
Section 4: Is there any other board either public or private, which would better
serve the function of the board?
No, the SLRC is the only board charged with the specific responsibility of helping the
City better combat the deleterious effects of sea level rise and there is a great deal of
work to be done to protect the City's residents from those effects.
Nevertheless, the SLRC, and the City, should endeavor to cooperate more closely with
other government agencies and organizations combatting sea level rise at a regional
level. To that end, I strongly recommend that the City follow the example of Miami -Dade
County and other local governments by creating a Chief Resiliency Officer position.
Other possible collaborations include:
Sea Level Rise Committee
2015 Annual Report
Page 3
• Joint investigations with Miami -Dade County's Office of Resilience,
• Attendance at Southeast Florida Regional Climate Compact events, and
• Partnerships with FIU's Sea Level Solutions Center and academics at UM and
FAU to develop more detailed maps of the City to illustrate areas that will be
impacted by future sea level rise and storm surges.
Section 5: Should the ordinance creating the board be amended to better enable
the board to serve the purpose for which it was created?
Yes, I recommend that the City consider the following changes to the resolution creating
the SLRC:
• Replace the resolution with an ordinance formally establishing the SLRC, and its
role, within the City Code,
• The ordinance should clarify the scope of the SLRC's mission to include
providing recommendations to the City on the impacts of sea level rise related to
storm surges, public health, water supply and quality, socioeconomics,
education, and
• The ordinance should establish a budget for the SLRC, without which the
committee will not be able to acquire the tools and expertise necessary to
adequately investigate potential solutions to the challenges posed by sea level
rise.
Section 6: Should the board's membership requirements be modified?
Yes, I recommend that the City consider modifying the membership requirements in the
following ways:
• The term of membership should be extended to two (2) years, enabling
committee members to better acquaint themselves with the complex challenges
related to sea level rise that specifically affect the City,
• Membership on the SLRC should be capped at six (6) consecutive years,
• The SLRC Chairperson should serve for a specified term, and
• One of the SLRC members should be required to have an expertise in real-estate
development.
Section 7: The cost both direct and indirect of maintaining -the board.
The SLRC has been meeting for only three months and is still in the process of determining the
scope of its need for logistical support. Thus, it is difficult to make an accurate estimation of the
SLRC's maintenance cost at this time. Currently, a liaison from the Office of Sustainable
Initiatives has been assigned to the SLRC and the City Attorney's Office has also assigned one
Assistant City Attorney to serve as counsel. However, as the SLRC formally clarifies its role and
works with the City's Administration to establish a budget to better investigate potential
solutions, I would be grateful for the opportunity to discuss with you the possibility of additional
staff support.
Sea Level Rise Committee
2015 Annual Report
Page 4
Should you need further information, please contact me through the City of Miami's
Office of Sustainable Initiatives at 305-960-5191.
Sincerely,
Chairp o
On behalf9the Sea Level Rise Committee as a whole
Respectfully submitted this 15th day of January 2016
Cc: Dr. Tabitha Cale, Vice Chairperson
Mr. Reinaldo Borges, Committee Member
Mr. Jim Murley, Committee Member
Mr. Pete Gomez, Committee Member
Mr. Jose Regalado, Committee Member
Mr. Ajani Stewart, Environmental Programs Manager & Board Liaison
Mr. Matthew Haber, Assistant City Attorney